1) Make a systematic and thorough interpretation of enterprise strategy. In the process of strategic transformation, factors such as strategic intention, business model, core competence, competitive positioning and strategic combination may change. These changes cannot be understood only from the indicators of the balanced scorecard. The human resource management team must have a deep understanding of the strategic policy, business philosophy, core competence and strategic objectives of the enterprise. Clarify the competitive positioning and business strategy, including market positioning, value proposition, value chain and business model, the requirements of enterprise strategy for various businesses and functional departments, the capabilities of employees at all levels, human resource management mechanisms and management measures, and clarify the requirements of enterprise strategic transformation for human resources;
2) In-depth understanding of various businesses and value chains. The core of successful strategic transformation and implementation is the successful transformation and implementation of market positioning, value proposition, value chain and business model. Therefore, the human resources work of enterprises in transition can only provide strong support for various business sectors, value chains and business success factors, thus supporting and promoting the transformation and reform of enterprises. Although most HR are unfamiliar with market competition, value chain and business model, they lack knowledge and skills in this field. However, in order to make human resource planning work really play a role, HR must go deep into business departments, discuss with business executives, and deeply understand the requirements of each module value chain;
3) Have a deep understanding of values and employee behavior. The change of strategy and organization is essentially the change of employee behavior. The process of enterprise transformation and transformation is essentially a process in which all employees coordinate their behaviors according to strategic requirements, organizational requirements and cultural requirements, and their behaviors are also coordinated with transformation requirements. Therefore, while understanding the strategy and business, HR personnel must also deeply understand what requirements the strategic transformation has put forward for employee behavior change, especially for managers and key employees at all levels. Therefore, it is usually necessary to clarify the "behavior strategy" of enterprises, establish and implement strategic intentions and business models according to the requirements of behavior strategy and business strategy, and at the same time ensure the cooperation of business philosophy, core concept and behavior; (For details, see the article "How Behavior Strategy Promotes the Execution of Strategic Transformation". )
2. Key ideas. We can't blindly learn from or even imitate the successful practices of the so-called benchmark enterprises to successfully establish the human resources strategy that supports the transformation strategy. Enterprise decision makers and HR personnel must have a clear understanding of the whole process of establishing strategic human resources, closely focus on the objective reality of enterprises and the requirements of strategic concepts, business models and resource conditions, and plan strategic human resources on the basis of ensuring team ability and effective employee behavior support. Among them, team ability and employee behavior are the key interfaces for the effective coordination between human resources work and enterprise strategy, and the quality of behavior strategy and ability map determines the role of the whole system.
3. Core elements. The essence of human resources work is to solve the problem of providing a consistent and effective team for enterprises and transforming goals into results through consistent and effective behavior. Therefore, effective strategic human resources planning must solve the following three problems:
1) Define what to do and what abilities are needed. This is the basic starting point of human resource strategy, and it is also the key interface that needs to be paid attention to first in the process of enterprise strategy formulation. In fact, the failure of many enterprises' transformation is because the transformation scheme is too perfect and divorced from the team's ability, which is unbearable for their own team. Therefore, only by solving this key interface problem can human resources work establish effective interaction and collaborative support with enterprise strategic transformation.
2) Make clear who to use and how to form a team. Different enterprises have different business ideas and different objective status quo. Therefore, on the premise of ensuring the effectiveness of team ability and behavior, it is necessary to establish a team of employees whose team size, team structure and cost structure are suitable for their own needs according to the concept and resource characteristics of enterprises, which must be customized by enterprises. It is difficult to succeed in blindly pursuing the highest standards and low costs.
3) Make clear how to use good people and what system to establish. Having a team does not mean having the ability or being able to make achievements. Therefore, according to the requirements of strategic transformation and the main gaps existing at present, we must formulate the human resources mechanism and system to ensure the effective play and continuous improvement of employees' ability, formulate corresponding implementation routes and work measures, ensure the coordinated interaction between employees' behavior and strategic objectives and organizational system, and ensure the realization of the transformation strategy.
4. Basic process issues. The whole human resource planning revolves around the basic principles of "strategic orientation, value chain as the core, and effective behavior as the focus", starting with the vision, mission and business strategy of the enterprise, and taking the "dual strategic model of the enterprise" as the basic thinking framework, and establishes a human resource strategic system that can promote the strategic transformation and organizational change of the enterprise in five steps:
1. Explain the company's strategic system.
2. Clear behavior strategy system
3. Plan employee competency system
4. Planning organization system
5. Plan specific implementation measures.
Application of "Double Strategy Model" and "Strategy Workshop". For traditional HR managers, we seldom really understand the requirements of enterprises for HR from the perspective of enterprise development strategy and business strategy, and lack effective management mode and method system to help enterprises establish a strategic-oriented HR management system. In the process of establishing the whole human resource strategy system, the introduction of methods and tools such as "enterprise dual strategy model" and strategy workshop can provide an effective communication platform and method framework for enterprise decision makers and HR people, and greatly improve the process and quality of human resource strategy formulation.
In the whole process, the combination of "dual strategic model" and "strategic workshop" provides a communication platform for decision makers and HR managers from the perspective of the synergy of enterprise strategy, employee behavior, organizational system, cultural system and leadership system, and transforms the requirements of enterprise strategic objectives, core competitive advantages, key success factors and key strategic initiatives into the requirements of human resources strategy and management initiatives, providing a clear blueprint for the establishment of strategic human resources system. At the same time, it also provides a continuous and optimized management platform for enterprise business transformation and employee behavior change, so that enterprises can truly and effectively transform the requirements of strategic transformation into the daily actions of managers and employees at all levels and integrate them into the basic processes and daily management activities of "selecting, using, educating and staying".
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