Thinking ahead is a cardinal rule of business. In addition to monitoring the daily operations of your business, you need to think about the future. And, as difficult as it may be, it’s important to envision the day when you no longer will be in charge. For successful organisations faced with demanding leadership requirements in a changing and competitive business environment, a succession planning process may be the most important human resource management investment the company can make.
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Posts Tagged ‘strategic hr’
Succession Planning: Is Your Organisation Ready For The Future?
Balancing Customer Satisfaction and Productivity
Your staff members complain about having too much work, the proportion of people on short-term sick-leave is consistently above average and the turnover rate is disturbingly high. Do these symptoms indicate that you need to increase your staffing? However, the average number of daily transactions processed shows that your staff should be able to easily handle the volume. So, what is the problem? Continue reading →
My Opinion: It’s About the Process
Discussing workforce planning with an HR professional of a government entity in Singapore we explained our approach that starts from customer and strategy, goes via processes and concludes in workforce needs, in short. The answer I got from my client was “Why do you look into operations in order to do workforce planning. We want to do this without dealing too much with processes.”
I was surprised to get this reaction from an HR professional. Continue reading →
Excuse Me, Why Should HR Know About Six Sigma?
A friend recently spoke at an HR Conference on a competency development roadmap for Six Sigma professionals. During the break, a few participants went up to him and asked him what Six Sigma is. Only then it occurred to him that not every HR person is familiar with well known basic principles and management practices contributing to business performance and leadership development.
Given today’s need for HR professionals to be Strategic Business Partners, to be a ‘Voice of Conscience’ to the CEOs as well as Champion for the Employees, those with background in proven management methodologies and tools such as Lean, Six Sigma or Kaizen have a great advantage. An HR Professional who can present his business case for HR strategies and interventions with a compelling return on investment will be respected and regarded. Having the knowledge and exposure in cost and time estimates, in analytical thinking processes as well as fact-based strategies and decision making will open doors.
Continue reading →
INSPIRE – Seven Essential Steps to Building A Coaching Culture
I absolutely believe that people, unless coached,
never reach their maximum potential. Bob Nardelli
Coaching is “Expanding a person’s capacity to take quicker, more effective actions.” Robert Hargrove. In a coaching culture people continually discover how they create their own reality and how they can change it. Everyone understands the goals of the organisation and the personal contributions necessary to achieve them. Organisational resources are maximised.
Continue reading →
Workforce Planning Strategically Aligns Human Capital with Business Direction
An uncertain labour market coupled with a rapidly changing marketplace creates the need for organisations to proactively plan for expected and unexpected shifts in business demand and talent supply. Furthermore, the business implications of the aging workforce position human capital planning as an essential element of comprehensive business planning. However, many organisations are only beginning to see the value of such planning and may be at a disadvantage in the coming years without building a structured planning process that ties human capital strategies to business goals.
Workforce planning allows organisations to better meet the challenges of a rapidly changing economy. By using business strategy to align shifts in demand with the existing and future supply of human capital, organisations optimise the workforce to meet business goals, increase market share, and improve employee engagement.
Continue reading →
Take Care of Your Talent – Or Someone Else Will
Your Lean Six Sigma initiative has taken off well, project teams led by Belts have done a nice work and results are in. Good job so far! However, this is the rather easy part of your journey. The more difficult part is about retaining and accelerating the trained Black Belts and Green Belts (Belts).
Talking to both, Lean Six Sigma consultants as well as their clients, paints a surprisingly consistent picture: Nearly half of the companies who kick-off a Lean Six Sigma initiative lose some of their Belts shortly after certification. Another tendency which is alarming: we are not talking about one or two Belts who resign at that point in time, a considerable 20 – 30% of the first batch of trainees may decide to leave.
The Future Challenges for the HR Practitioner
The role of HR is changing as a result of many influences. These include: globalisation resulting in increased competition; a change to the service- and consultative-approach; demographic trends evidenced by falling birth rates and extended life expectancy. These trends affect the labour market and have resulted in skill shortages in specific areas. The HR practitioner needs to understand the impact of these factors on his/her organisation.
Continue reading →
HR Optimisation and Re-Engineering
In a world of rapid flux, organisations must change their priorities from a traditional focus on planning and control to emphasising speed, innovation, flexibility, quality, service and cost. The HR team has to demonstrate their commitment to meet these key business drivers.
A major problem confronting HR managers today is to increase line management and employee productivity, provide higher more value-adding levels of HR service and internal customer responsiveness and at the same time reduce costs. What is needed is an HR team that is customer-focused and market-driven in its external relations with customer and process-focused and team-oriented in its internal operations.
Continue reading →
Succession Planning: Is Your Organisation Ready For The Future?
Balancing Customer Satisfaction and Productivity
Your staff members complain about having too much work, the proportion of people on short-term sick-leave is consistently above average and the turnover rate is disturbingly high. Do these symptoms indicate that you need to increase your staffing? However, the average number of daily transactions processed shows that your staff should be able to easily handle the volume. So, what is the problem? Continue reading →
My Opinion: It’s About the Process
Discussing workforce planning with an HR professional of a government entity in Singapore we explained our approach that starts from customer and strategy, goes via processes and concludes in workforce needs, in short. The answer I got from my client was “Why do you look into operations in order to do workforce planning. We want to do this without dealing too much with processes.”
I was surprised to get this reaction from an HR professional. Continue reading →
Excuse Me, Why Should HR Know About Six Sigma?
A friend recently spoke at an HR Conference on a competency development roadmap for Six Sigma professionals. During the break, a few participants went up to him and asked him what Six Sigma is. Only then it occurred to him that not every HR person is familiar with well known basic principles and management practices contributing to business performance and leadership development.
Given today’s need for HR professionals to be Strategic Business Partners, to be a ‘Voice of Conscience’ to the CEOs as well as Champion for the Employees, those with background in proven management methodologies and tools such as Lean, Six Sigma or Kaizen have a great advantage. An HR Professional who can present his business case for HR strategies and interventions with a compelling return on investment will be respected and regarded. Having the knowledge and exposure in cost and time estimates, in analytical thinking processes as well as fact-based strategies and decision making will open doors.
Continue reading →
INSPIRE – Seven Essential Steps to Building A Coaching Culture
I absolutely believe that people, unless coached,
never reach their maximum potential. Bob Nardelli
Coaching is “Expanding a person’s capacity to take quicker, more effective actions.” Robert Hargrove. In a coaching culture people continually discover how they create their own reality and how they can change it. Everyone understands the goals of the organisation and the personal contributions necessary to achieve them. Organisational resources are maximised.
Continue reading →
Workforce Planning Strategically Aligns Human Capital with Business Direction
An uncertain labour market coupled with a rapidly changing marketplace creates the need for organisations to proactively plan for expected and unexpected shifts in business demand and talent supply. Furthermore, the business implications of the aging workforce position human capital planning as an essential element of comprehensive business planning. However, many organisations are only beginning to see the value of such planning and may be at a disadvantage in the coming years without building a structured planning process that ties human capital strategies to business goals.
Workforce planning allows organisations to better meet the challenges of a rapidly changing economy. By using business strategy to align shifts in demand with the existing and future supply of human capital, organisations optimise the workforce to meet business goals, increase market share, and improve employee engagement.
Continue reading →
Take Care of Your Talent – Or Someone Else Will
Your Lean Six Sigma initiative has taken off well, project teams led by Belts have done a nice work and results are in. Good job so far! However, this is the rather easy part of your journey. The more difficult part is about retaining and accelerating the trained Black Belts and Green Belts (Belts).
Talking to both, Lean Six Sigma consultants as well as their clients, paints a surprisingly consistent picture: Nearly half of the companies who kick-off a Lean Six Sigma initiative lose some of their Belts shortly after certification. Another tendency which is alarming: we are not talking about one or two Belts who resign at that point in time, a considerable 20 – 30% of the first batch of trainees may decide to leave.
The Future Challenges for the HR Practitioner
The role of HR is changing as a result of many influences. These include: globalisation resulting in increased competition; a change to the service- and consultative-approach; demographic trends evidenced by falling birth rates and extended life expectancy. These trends affect the labour market and have resulted in skill shortages in specific areas. The HR practitioner needs to understand the impact of these factors on his/her organisation.
Continue reading →
HR Optimisation and Re-Engineering
In a world of rapid flux, organisations must change their priorities from a traditional focus on planning and control to emphasising speed, innovation, flexibility, quality, service and cost. The HR team has to demonstrate their commitment to meet these key business drivers.
A major problem confronting HR managers today is to increase line management and employee productivity, provide higher more value-adding levels of HR service and internal customer responsiveness and at the same time reduce costs. What is needed is an HR team that is customer-focused and market-driven in its external relations with customer and process-focused and team-oriented in its internal operations.
Continue reading →
