1. A strategy is a complex goal. Progress against any
strategy in an accounting period is measured in the
goals and goal achievement in that period (refer #2,
How to double profits, and refer #3, goal - action).
HR as technical partner of every team leader for identi-
fying the apt behavioural structure and guiding its de-
livery
Underlying every strategy is a behavioural structure
that must be acted out if the strategy is to be achieved
(refer #7, Behavioural structure of the organization, #4,
Linking staff action to strategy, #9, Linking people to
the behavioural structure).
Identifying the behavioural structure and guiding its
delivery is the role of team leaders, But, this is concep-
tually difficult and demands specific team leader rela-
tionship skills. It is the task of HR to partner with team
leaders and ensure they have the skills and are given the
support they need to ensure the team has greatest
chance of greatest success (refer #5, Human perfor-
mance driving results, #6, HR as rollout of strategy,
#10, Perfect human performance).
Essential to build balance at in every team between
working ‘in’ business and working ‘on’ the business
In developing clear direction in every job, the HR part-
ner must ensure it does not become rigid, that here is
flexibility, room for creativity and innovation. That
while team members need clear and definite guidelines
for action in their jobs, those guidelines must not de-
stroy the opportunity to learn and adapt and create
(refer #12, Built in flexibility).
Delegation by CEO to HR to support and guide every
team leader on identifying apt behavioural structure in
their team and guiding delivery
The CEO needs to be focused and clear. If the organiza-
tion mapped effectively onto the market the Executive
‘see’ and ‘understand’. And if the behavioural structure
is aptly identified, and guided by team leaders to be
delivered to standard in every team, then the organiza-
tion has greatest chance of greatest success of rolling
out the strategy to the extent specified in the agreed
goals for the period (refer #23, Mind of the CEO).
The CEO delegates to HR responsibility for aptness
of the selected behavioural structure and for its
delivery
The team leader is accountable for the team perfor-
mance. But, this responsibility is shared partly by HR.
the quality of the role specifications, the integration of
business processes, moments of truth, identification of
ideal actions from KPIs, drafting with clarity and apt-
ness, all depend on the effectiveness of the partnership
HR forges with team leaders. This goes to the very core
of strategic success, thus is the central focus of the CEO
(refer #11, Performance management moving actual
toward perfect performance).
HR must ensure common thinking on organizational
design across the organization
Coordinated effective effort across divisions to achieve
a common goal (the strategy) depends on agreed coor-
dinated thinking. Unless minds in sync, the results will
not be in sync or at least less than they could be if
minds were in sync.
With OPD-HCD™ organizational design, everything
changes. Unless the minds are orientated, and the
thinking coordinated, then philosophies will be in
conflict… think of like social ideology, free market is
not compatible with socialism. It is the role of HR to
ensure coherence in mind of at least all team leaders of
the chosen organizational design (refer, #16, All HR
policy changes, #14, Redefining engagement, #15,
Culture, #17, Lifting expectations, #18, Redefining
leadership, #19, Redefining management).
OPD-HCD™ redefines divides HR function into
two
OPD-HCD™ is the technology for implementing the
OPD theory of organization design throughout the
organization. HR is split into two key functions.
Compliance and administration. Essentially what HR
typically does now, (1) ensure all aspects of the
organization’s dealing with people complies with
statute, including disciplining, recruitment, acci-
dents management, etc. (2) administer all aspects
of people within the organization usually via a
human resource information system (HRIS).
Strategic human resource management. Delegated by
the CEO, placing responsibility on HR and team
leaders to forge an effective partnership to identify
and achieve delivery of behavioural structure de-
rived from strategy whereby the organization has
greatest chance of greatest strategic success. Man-
aged via the OPD strategic human capital develop-
ment system (OPDHCDIS).
A business needs both HRIS and OPDHCDIS.
HR as defined under OPD-HCD™ is a crucial func-
tion in any sized business
Once an organization has more than one staff member,
the analysis applies. And the business will benefit by
getting clearer in the staff member’s mind what exact-
ly need to do to ensure greatest chance of greatest
success. With the team leader role to retain focus and
clarity of the agreed direction top of mind, and build
the positive emotions to support the person in having
fun while doing that which they need do.
OPD-HCD™ enables HR partnering with team leaders as the proactive
driver of team success
OPD-HCD™: Perfect game plans perfectly delivered
Newsletter #24 HR as the ‘right hand’ of the CEO
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
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