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D. Linking HR to Business Results
The role of
HR department in a company is different now. The HR function must set out to fill positions that are and will be important as projects and plans progress over upcoming months—even years. Use HR division to keep track of your company’s top people across whole organization, to see who can be groomed, or even promoted already, for key positions. HR should not only be able to assess people in their current jobs but also people below them—if one person is to be promoted, someone should be adequately qualified to fill upcoming void.
Examine all your strategies and determine sorts of skills you need for these plans. If you can’t develop right people in time, determine if you need to hire from outside. Identify which jobs are critical, and which ones will be critical down line. Are they filled with right people? Monitor also top positions in company and spell out criteria for filling them. If there is a sudden vacancy, is there someone you haven’t considered who might be more than qualified? If you know your people and their capabilities, filling vacancy should be a small problem, especially if you’ve done your job in developing them for leadership.
The Importance of Hows
Even brilliant strategies are bound to fail if not grounded in realities—regarding competition, capabilities of company’s own people, market, product offerings. When creating strategies, consider not only current realities of all relevant factors, but also unexpected—if unlikely—turns of events. There must always be backup plans, or at least people who can quickly think up alternative plans to make best of a botched situation. Adaptability to change should always be a consideration: constantly review your plan to see if it is being executed properly, if current and future steps are still feasible, and if people in charge are still getting results.
Building Operating Plan
1. Set targets: Keep your targets realistic. Base them on track records and histories. 2. Develop action and contingency plans: Study possible outcomes that might leave company most vulnerable and base your contingency plan on that. In other words, plan for worst. 3. Get agreement and closure from all participants: Communicate agreed-upon goals to people concerned after meeting, to reiterate your expectations and what they promised to deliver.
Outcomes of Operations Process
Think carefully: what does your business want to achieve? Think of this vis-à-vis what your company is likely to achieve. Watch how operations affect your company, especially for need to reallocate resources. Conduct quarterly reviews to see if you’re still on track, who’s keeping you there, and if you should even be there in first place.
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Regine Azurin is the President of BusinessSummaries.com, a company that provides business book summaries of the latest bestsellers for busy executives and entrepreneurs.
