How to develop and implement Hr strategies and initiatives aligned with the overall business strategies?
From India, Chandigarh
From India, Chandigarh
Dear Colleague,
HR to be aligned with Business by ways of realigning all your sub-process linked to Business Objectives.
Talent Acquisition: Redefine Job Descriptions in line with Business Strategies / Objectives and build in talents around that in each and every Talent Acquisition
Talent Management : Your KRA system/ KPIs/ Overall PMS system to be a powerful tool to be aligned with the Business Strategies and objectives very clearly documented, measured and well monitored at regular review sessions with each talent and PIP, Feedback on what is expected by business etc plus incentivizing and reward plans
Talent Development : All your Training and Development efforts to be linked to Business Objectives/ future plans to be linked to Leadership Development/ Career progress etc in complete sink to Business
Organization Design: You need to structure the organization in such a manner befitting to the Business Structure and Strategies.
You can review your entire HR sub-systems in terms of needs of People and Business. This will be a great experience for the team working in this realignment process.
All the Best and God bless,
Dr.P.SIVAKUMAR
Doctor Siva Global HR
Tamil Nadu
From India, Chennai
309HR to be aligned with Business by ways of realigning all your sub-process linked to Business Objectives.
Talent Acquisition: Redefine Job Descriptions in line with Business Strategies / Objectives and build in talents around that in each and every Talent Acquisition
Talent Management : Your KRA system/ KPIs/ Overall PMS system to be a powerful tool to be aligned with the Business Strategies and objectives very clearly documented, measured and well monitored at regular review sessions with each talent and PIP, Feedback on what is expected by business etc plus incentivizing and reward plans
Talent Development : All your Training and Development efforts to be linked to Business Objectives/ future plans to be linked to Leadership Development/ Career progress etc in complete sink to Business
Organization Design: You need to structure the organization in such a manner befitting to the Business Structure and Strategies.
You can review your entire HR sub-systems in terms of needs of People and Business. This will be a great experience for the team working in this realignment process.
All the Best and God bless,
Dr.P.SIVAKUMAR
Doctor Siva Global HR
Tamil Nadu
From India, Chennai
Dear Manisha Thakur,
You have asked a query, however, you have not provided the context of your query. Are you a student or a working professional? If the latter, then what is the nature of your industry, finished product or service, the customer profile, the region to which the products or services are provided and so on.
The examples of the difference in the business strategies are as below:
a) Reliance and Amazon (in India), both are retail companies. While the former relies on physical stores, the latter relies on e-commerce. While Reliance holds the inventory of the products across the stores, Amazon has developed their fulfilment centres (central warehouses) to store the goods. For HR, the paradigm itself shifts from one company to another.
b) The top-notch Indian IT companies like Wipro, Infosys etc. relied on the recruitment of the freshers and grooming them, HCL Infotech always hired experienced software professionals. While the employee cost remained the same, the output per employee for HCL Infotech was far higher.
c) This point is completely different from points (a) and (b) above. The HR strategy also depends on the organisation's culture and the organisation's culture is shaped out of the CEO's mindset. Dr Vishal Sikka, on becoming CEO of Infosys, tried to bring a culture of "design thinking" in the entire company. This was a radical change in the functioning of Infosys. A successor of Dr Sikka restored the old culture of the company. The HR strategies changed as the CEOs changed.
Uniqueness is the hallmark of the business strategy. Therefore, what works for one company may not work for another company. While Dr P Sivakumar has given a broad list of the points to align HR strategy with the business strategy, the customisation is not that easy.
Thanks,
Dinesh Divekar
From India, Bangalore
You have asked a query, however, you have not provided the context of your query. Are you a student or a working professional? If the latter, then what is the nature of your industry, finished product or service, the customer profile, the region to which the products or services are provided and so on.
The examples of the difference in the business strategies are as below:
a) Reliance and Amazon (in India), both are retail companies. While the former relies on physical stores, the latter relies on e-commerce. While Reliance holds the inventory of the products across the stores, Amazon has developed their fulfilment centres (central warehouses) to store the goods. For HR, the paradigm itself shifts from one company to another.
b) The top-notch Indian IT companies like Wipro, Infosys etc. relied on the recruitment of the freshers and grooming them, HCL Infotech always hired experienced software professionals. While the employee cost remained the same, the output per employee for HCL Infotech was far higher.
c) This point is completely different from points (a) and (b) above. The HR strategy also depends on the organisation's culture and the organisation's culture is shaped out of the CEO's mindset. Dr Vishal Sikka, on becoming CEO of Infosys, tried to bring a culture of "design thinking" in the entire company. This was a radical change in the functioning of Infosys. A successor of Dr Sikka restored the old culture of the company. The HR strategies changed as the CEOs changed.
Uniqueness is the hallmark of the business strategy. Therefore, what works for one company may not work for another company. While Dr P Sivakumar has given a broad list of the points to align HR strategy with the business strategy, the customisation is not that easy.
Thanks,
Dinesh Divekar
From India, Bangalore
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