This is a book that covers the theory but swiftly moves on to the question of how anyone might actually start to develop a high value HR strategy. It shows the key ingredients and practical steps involved in implementation. Preface; Being clear what we mean by strategy: What is strategy? Customer Reviews Average Review.
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Temporarily Out of Stock Online Please check back later for updated availability. Overview HR Strategy: Business Focused Individually Centred addresses the two key themes of translating business strategy into a workable, measurable HR strategy while simultaneously tapping into the needs and motivational patterns of individual employees in order to unleash their maximum value.
In several important areas, there is little or no improvement at all. See figure 1. Understanding and improving the employee experience is critical for companies operating in a highly competitive global economy. Providing an engaging experience will help companies succeed in attracting and retaining skilled employees.
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A strong employee experience also drives a strong customer experience. As organizations shift to a networked, team-based structure, the employee experience becomes both more important and more complex.
People today often have multiple roles with multiple managers. A recent study Deloitte completed with Facebook found that only 14 percent of companies believe their internal processes for collaboration and decision making are working well, and 77 percent believe email is no longer a viable tool for effective communication. The challenge is not getting any easier. Productivity in the United States is rising by only about 1 percent annually, even as employees are working more hours. Companies need a new approach—one that builds on the foundation of culture and engagement to focus on the employee experience holistically, considering all the contributors to worker satisfaction, engagement, wellness, and alignment.
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Traditionally, HR has addressed issues such as employee engagement, culture, rewards, and learning and career development as separate, independent programs in individual silos. Each program has a senior HR leader, a set of tools and diagnostics, and solutions to drive and measure change. The employee sees the picture differently. Starting as potential hires and recruits, employees look at everything that happens at work as an integrated experience that impacts daily life in and outside the workplace, including overall physical, emotional, professional, and financial well-being.
Candidates assess future employers from the very start of the talent acquisition experience and make quick judgments about what life will be like for them in the organization, based on how they interact with the enterprise during the recruiting cycle. This integrated view increasingly leads to employees demanding a holistic, end-to-end—recruitment-to-retirement—experience from their employers, whether they are full-time employees, contingent workers, or even crowdsourced talent.
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This also requires a radical change in emphasis on the part of employers. HR and business leaders face both the demand and the opportunity to rethink the roles, structure, tools, and strategy they use to design and deliver an integrated employee experience. Models such as the one in figure 4 represent a starting point to address a variety of issues: meaningful work, the purpose of the organization, employee talent development and growth, rewards and wellness, the work environment, fairness and inclusion, and authenticity among management and leadership.
In recent years, we highlighted trends relating to the overwhelmed employee , simplification of work , and design thinking. Developing an integrated employee experience across multiple dimensions will require HR and business leaders to combine insights in all of these areas. Business and HR leaders can leverage the experience of marketing, product development, and sales executives who are working along similar lines to design integrated customer experiences. Employees expect not only a better-designed experience but new models of delivery.
In a world where employees can manage much of their lives on a handful of smartphone apps, they expect every element of their employee experience, from work to development to rewards, to be accessible and easy to use on their mobile devices. Creating a holistic approach to the employee experience demands better tools and programs to capture employee feedback continuously.
A new breed of pulse survey tools, performance management tools, and open survey tools is making this possible. Today, 22 percent of companies survey employees quarterly or more often, 79 percent survey employees annually or less, and 14 percent never survey employees at all. The neglect of regular employee feedback helps explain other challenges companies face today, including shortcomings in driving culture and purpose and providing a healthy work-life balance. This year, only 23 percent of companies believe their employees are fully aligned with the corporate purpose.
And, while 84 percent have some program to measure work-life balance, just 23 percent claim their solutions are excellent. Companies in Nordic countries, the Americas, and Central Europe lead the way, with those in Asia, the Middle East, and Africa still significantly behind. We now realize we had it backward. If we put employees first, they in turn take care of our customers, and they in turn take care of our shareholders. An explosion of digital and mobile tools has emerged to help HR design and deliver a great employee experience:. While all these tools are valuable, the fact that each of these markets is separate illustrates that the focus on end-to-end employee experience is still new.
With few integrated toolsets on the market, organizations have to bring together independent HR and technology managers to build an employee experience strategy and program. High-performing companies have found ways to enrich the employee experience, leading to purposeful, productive, meaningful work. Innovative companies look to employees themselves for inspiration. Cisco, 8 IBM, GE, 9 Airbnb, 10 and many other companies have used hackathons to collect employee ideas and design new approaches to performance management, workplace design, benefits, and rewards.
Many leading firms are incorporating design thinking to improve the overall employee experience. Nike, Commonwealth Bank of Australia, Telstra, Deutsche Telekom, and several other companies have redesigned their onboarding, recruitment, and employee self-service applications. In each case, the company developed a new set of mobile apps, new user experiences, or new service delivery solutions to improve and simplify life at work. Companies are now carefully studying the workplace itself, seeking a flexible, collaborative, humanistic environment.
Ford Motor Co. With a focus on innovation, Ford is expanding its business model to fortify and transform its core automotive business while growing in the areas of electrification, autonomy, and mobility. These changes, driven by CEO Mark Fields, also require a change in the way executives think about their people. As the company moves from a product to consumer focus in its products and services, it is also moving from a product to employee experience focus in its workforce solutions. For a company so established, global, and complex, this is not easy, and the only way to revolutionize the employee experience is to practice design thinking at scale.
Over the last year, starting with a three-week global people strategy lab in which HR leaders from around the globe participated—and that included reviews with Fields and the executive team—Ford developed a new people strategy, HR vision, integrated plan, and business case. As part of its efforts to define its vision, the HR team deployed a companywide polling process that let employees contribute ideas, share their experiences, and rate and rank which HR products and services they felt were most important.
As a result of this broad and open feedback process this was the first time Ford had done this on such a wide scale , the HR team is learning about what employees really want, what problems and challenges they face at work, and how HR can better enable and empower them in their day-to-day work.
HR Strategy: Business Focused, Individually Centred - Paul Kearns - Google книги
Ford found that many employees felt that people processes were overly administrative, complex, and not always useful in getting their work done. People leaders felt that HR business partners were overwhelmed by operational tasks, negatively impacting the time they could spend engaging and developing their teams.
All of this is aimed at improving the employee experience and freeing HR professionals to support strategic business needs. Many complexities remain, of course. Since manufacturing plants and labor relations vary from location to location, designed solutions must be flexible and localized in many ways. And of course, making processes simple is hard in itself when the company operates on multiple continents and develops a wide range of products, subassemblies, and electronic offerings. The lesson from the Ford experience is simple: By focusing on the employee experience, HR leaders can improve employee engagement, empower teams and leaders, and develop workforce solutions that will be useful and compelling to employees.
Just as companies now measure customer experience through net promoter tools, social media monitoring, and customer segmentation, so will HR rigorously monitor the health and productivity of its employees.
Hr Strategy Business Focused Individually Centred Kearns Paul
Real-time feedback tools will explode as pulse surveys and always-on feedback systems become commonplace and the definition of employee expands. We will design and monitor the experience of contractors, contingent, and gig workers too. Visit the Human Capital area of www.
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