Developing HR strategy: Planning for success
In the fifth part of our report on the backbone
of HR strategy, Keith Rodgers investigates organisational development and finds
workforce planning is critical to business success.
It is always disconcerting when practitioners at high-performing, employee-centric organisations confirm your worst fears about HR strategy. But the recent experiences of one large, multinational pharmaceutical supplier do just that, demonstrating that one of the key components of strategic resourcing - understanding what skills and experience levels exist within your company - can be a major challenge. It took the company two years simply to finish a pilot programme defining 10 core competencies within its employee base - and that was only a one-country project.
Yet while competency definition can be a daunting task, there's no doubting the benefits strategic resourcing can bring. Encompassing a range of activities from workforce planning to recruitment and the creation of employer 'brands', it is one element of HR strategy that has an immediate impact on organisational ability. If human capital management is fundamentally about leveraging employee talent, then the starting point is identifying, acquiring or transferring the right people to the right positions.
The following are the four key issues that need to be considered:
1. Resourcing and business strategy
In most organisations, recruitment is usually an automatic or reactive process - someone quits and their job is filled, someone screams loud enough for help and they get extra resources. While companies may be more strategic in planning new initiatives - like entering a different regional market or launching into new product areas - they rarely have time to assess their entire workforce and establish how effectively it underpins their business strategy.
Workforce planning, however, is equally as critical to business success as financial budgeting - in fact, it is part of the same overall process. Corporate objectives should drive resourcing decisions, dictating where new skills need to be developed or acquired. At the same time, workforce capability should inform the strategic planning process - not just because it imposes limits on what a company can achieve, but also because it may shed light on talent that is being under-utilised.
Strategic resourcing should, therefore, be carried out in the context of three core factors:
An understanding of corporate ethos and values
These provide the broader framework for the kind of organisation that exists (or more often, is evolving)
Overall business objectives, set at corporate and departmental level
By cascading goals down throughout the organisation, companies can ensure the resource decisions they make at a local level are in line with overall need
The capability of the existing workforce
This sets the parameters for corporate development and provides the core information for strategic recruitment
2. Defining resource requirements
Before they can plan and predict their future resource needs, organisations require a comprehensive understanding of the talent they already have on board. HR functions frequently find this part of the resourcing process daunting, primarily because they are often working from scratch. While they might have introduced job descriptions for each role and carried out formal individual appraisals, it is highly unlikely the data will have been collated centrally to provide the aggregate data required for effective planning.
Competency profiling is one approach to tackling this problem, although critics argue that in many instances it adds to the difficulties. While it takes different forms, in essence, the process is straightforward. Organisations typically define a set of broad competencies for each job category: these may be refined by departmental managers to suit specific roles, and are then used as a platform to measure individuals. In this way, attributes such as integrity are judged alongside skills, working experience, training undertaken, projects completed and so forth.
While this kind of programme can be used for individual performance management, data is also collated centrally to provide managers with aggregate information about where their workforce capability really lies and a common framework to compare different departments.
As the pharmaceutical company mentioned earlier demonstrated, however, gathering this information can be an exhausting process. Because it brings a degree of standardisation to 'softer' measures, it can also lead to 'religious wars' as managers debate relative values. The key is in the execution. As Cheryl Fields Tyler, vice-president of consulting at the Concours Group, points out, profiles can be a useful lens for understanding skillsets - the problems come when they are used as enforcement mechanisms.
As an alternative, Fields Tyler suggests organisations can get effective results by analysing data they already hold. For example, many companies grade employees during regular performance reviews on a simple 1 to 5 scale, data that can be relatively easily collated and assessed to root out high and low-performing teams. Another option is to bring managers of different groups together for talent review sessions, where team member performance and potential can be mapped on a simple grid basis.
Where relevant, the resourcing process should also take account of turnover and absenteeism. While turnover data can be useful at an aggregate level - for example, as a predictive yardstick in high-volume, high attrition sectors such as call centres - individual attrition through factors such as retirement can be critical in succession planning for specialist roles. Absenteeism rates are often only examined for disciplinary reasons - in high-volume operations, however, they will have a significant impact on resource requirements.
Software applications do exist to support this kind of analytical activity, and most recently the leading HR vendors have released strategic tools for workforce planning and modelling. While take-up of these applications is relatively low today, they do provide the kind of functionality for workforce analysis that is taken for granted in traditional financial and business planning applications.
3. Brand development
The concept of building an employer 'brand' isn't new, but it is becoming increasingly important in the resourcing process. Just as consumer brands are designed to attract particular customers, provide quality reassurance and influence loyalty, so employee brand is a key element in recruitment and retention.
While most senior management teams will believe they have created an internal and external brand, there's often a mismatch between their view and the perceptions of employees and applicants. Organisations would do well to poll both potential recruits and existing staff to understand what those perceptions and aspirations are, and this should form the platform for a committed brand creation programme, launched with the same dedication as a consumer marketing exercise. It is critical that this is not just an HR exercise - it has to be embraced by every manager from the CEO down.
It is worth bearing in mind that brand image can backfire. One large financial services firm, for example, discovered that employee satisfaction was surprisingly low at one call centre. Research showed that many employees joined that operation because it serviced a well-known, sought-after brand they were proud to be associated with. When they realised their roles were no different from any other service centre, morale slumped.
4. Internal and external recruitment
HR has traditionally measured its recruitment prowess in metrics such as time-to-hire, but the changing nature of the market means that new priorities are emerging. In particular, online recruitment is empowering line managers to take more control.
While there have been ominous murmurings about HR being excluded from much of the recruitment process as a result, the reality is that relative roles will evolve according to need.
What is most important is that roles and responsibilities are clearly laid out. In addition, it rarely makes sense for the internal recruitment process to be fundamentally different from the external - that is only likely to confuse the managers involved.
More generally, the recruitment process can have a direct impact on organisational flexibility.
As managers assume more responsibility for recruitment, they need to be aware that there is an enormous difference between recruiting an individual to a specific role, and recruiting them to the overall organisation. The former tends to reinforce departmental hierarchies, implying that this is the starting point for career progression within that unit. The latter brings people into the organisation as a whole and should encourage freer movement within it.
Taking a corporate perspective also brings economies of scale - rather than
three departments running individual adverts, one large corporate advert is
cheaper, more impressive, and more likely to enhance the overall brand image.