The distinction that marks a plan capable of producing results is the commitment of key people to work on specific tasks. Unless such commitment is made, there are only promises and hopes, but no plan. ((Drucker, Peter F. “The Daily Drucker.” HarperCollins, 2004. Page81))
I’ve defined (time and time again) HR strategy as “shaping the workforce.” Open ended as that is, there are two things I’d like to point out:
- This implies that you have to know what you want your workforce to look like. In order to shape it, you have to have a shape in mind.
- The word “shaping” is intentionally an action oriented word. Keeping in mind rule #1 above, you must be action oriented, or the strategy is worthless.
