TMA World Viewpoint 17 HR and the Execution Imperative

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HR is critical to the execution of strategy because execution is what the majority of people in the organization should be working on. …

HR is critical to the execution of strategy because execution is what the majority of people in the organization should be working on.

Successful change initiatives require dynamic, hands-on leaders at all levels of a business who are able to collaborate well in face-to-face and virtual teams.

This TMA World Viewpoint outlines some key competencies required by such leaders.

More in: Business
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  • 1. HR and theExecutionImperativeTMA World Viewpoint
  • 2. HR and the Execution Imperative In theory, business is simple. You have an idea, create a strategy to exploit the idea, execute the strategy and then get results.I am convinced thatnothing we do is more Many things of course can go wrong inimportant than hiring and this process:developing people. At the •The idea might not have a largeend of the day you bet on enough market •The strategy could be wrongpeople, not strategies. •The execution of the strategy could be highly flawed.Larry Bossidy,Execution: The Disciplineof Getting Things Done
  • 3. HR and the Execution Imperative Most expert opinion on underperformance these days points not to bad ideas or faulty strategies but to the dismal execution of strategies.I am convinced thatnothing we do is more Ideaimportant than hiring and Strategydeveloping people. At the Resultsend of the day you bet onpeople, not strategies.Larry Bossidy,Execution: The Disciplineof Getting Things Done
  • 4. HR and the Execution Imperative It often surprises me how many people in business organizations have no idea what their company’s strategy is and this includes many middle managers.HR is critical to theexecution of strategy It’s true that some companies don’tbecause execution is what seem to have a strategy.the majority of people in Other companies appear to want tothe organization should be keep their strategyworking on. a secret from theirBut are they? employees.
  • 5. HR and the Execution Imperative In many others, ignorance of the strategy is often a result of extremely bad communication. But if many people dont know whatHR is critical to the the strategy is, what are they workingexecution of strategy so furiously on and to what end?because execution is what No wonder bad execution is cited sothe majority of people in often.the organization should beworking on.But are they?
  • 6. HR and the Execution ImperativeHR needs to do at least three things to help remedy thesituation: Energetically seek to fulfill its crucial role as a strategic business partner. 1 HR’s strategy must be in total alignment with the overall strategic objectives of the business. To do this effectively, HR must be a participant throughout the strategy formulation process. Adding on a HR strategy after the fact is sub-optimal. It is like designing a car and then thinking about the people who will be driving the vehicle. The car might look very impressive (as do many strategies), but be totally un-drivable by the average motorist. 3
  • 7. HR and the Execution ImperativeHR needs to do at least three things to help remedy thesituation: During the strategy formulation process, HR must help other managers focus on not just the grand ideas, but also on the 2 companys execution capability - now and in the medium and long-term. Do the execution capabilities currently exist in the business? If not, how will they be acquired? It is too easy for many executives to lose themselves in the intellectual stimulation of strategy design and neglect implementation. To a large degree, the execution capabilities of a company will be people-based aided by various technologies. HR - through employer branding - must attract not just the smartest people in the global talent pool, but those who are results- and not just activity-driven. So-called smart people dont always make the best executors.
  • 8. HR and the Execution ImperativeHR needs to do at least three things to help remedy thesituation: Work to ensure that the key elements of the strategy are 3 communicated down the organization. HR is in a great position to facilitate the cascading of the strategy through the ranks.
  • 9. HR and the Execution Imperative What are they? Shifts in business strategy will typically necessitate change in an organization.To strengthen execution Successful change initiatives requirecapabilities in a business, dynamic, hands-on leaders at all levels of a business who are able toHR needs to promote, collaborate well in face-to-face and virtual teams.develop and The context in which these leadersreinforce key drive to execute strategies iscompetency clusters increasingly diverse.among managers.
  • 10. HR and the Execution Imperative What are they? Never before in the history of the human race have so many culturally- diverse people come into contact with one another.To strengthen executioncapabilities in a business, And cultural difference is, of course, just one dimension of humanHR needs to promote, diversity.develop andreinforce keycompetency clustersamong managers.
  • 11. HR and the Execution ImperativeFrom this perspective, there are four key competencyclusters:Combined with technical know-how and organizational savvy, thesefour competency clusters enable managers to do what most urgentlyneeds to be done: Execute business strategies to generate outstandingresults.Change:• Being highly responsive to strategy shifts by creating and implementing relevant change initiatives faster and more effectively.Leadership:• Taking responsibility - with or without a position of authority - for influencing, enabling and motivating others to contribute fully their energy, knowledge and skills to achieving a defined purpose.
  • 12. HR and the Execution ImperativeFrom this perspective, there are four key competencyclusters:Combined with technical know-how and organizational savvy, thesefour competency clusters enable managers to do what most urgentlyneeds to be done: Execute business strategies to generate outstandingresults.Teamwork:• Leveraging the collective intelligence of people across the business.Diversity:• Utilizing the talents of every individual to create opportunities and value.• In a world where sources of competitive advantage can often be replicated and improved upon very quickly, talent is the resource that can continue to make the difference.
  • 13. To learn more about how TMA World can help your organization, please contact us at enquiries@tmaworld.com or visithttp://www.tmaworld.com/training-solutions/