This is part 1 of a 4 part series on the future of HR. It will run every Monday for 4 weeks. I’d also like to mention that Jeff has alredy started a series on HR strategy here. Part of me is hoping that our ideas are fairly complementary, and part of me hopes that they are wildly contradictory. Let’s see…
You know, everyone hates the words “HR Strategy.” I hate it, you hate it, and everyone I know hates it. The problem is that very few of us can readily define it. The facts are that I’m going to define it today, but many of you are going to disagree with me. I invite you to comment away and tell me where you thing I go wrong, and what you thing HR strategy really is.
What HR Strategy isn’t. The below list are all tactics to help us achieve our strategy:
- It is not talent management or aqcuisition
- It is not about learning
- It is not workforce planning
- It is not benefit, compensation, or any other sub-function management
HR Strategy is simply:
shaping the workforce around the organization’s business needs, and
manipulatingmanaging behavioral changes to match the desired environmental goals.
I have a feeling that I’ve pissed off enough people by now telling you that your jobs are not strategic. That’s not entirely true. Are you simply acquiring talent to acquire talent? or are you acquiring talent with an eye on shaping the workforce towards the vision that senior executives have set forth? That’s the difference.
What the “strategy” is in your organization is not something I can tell you. You must take direction from the executive staff (which you hopefully are a part of) to understand what the business goals are. But no matter where you are, one thing is constant, the core of the strategy revolves around creating and shaping the workforce. That’s all.