Strategic Human Resource Management Quotes

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right move or the smart move. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Strategic human resource consultancy is the application of strategic management in the rendering of human resource services, it aims to help the clients gain a competitive advantage through strategic recruitment and strategic planning of human resources for an organization if appointed to do so.

The basic feature in the present-day- strategic human resource consultancy in devising the right processes with HR digital practices, for an organization routing organizational performance towards accomplishing organizational goals, both - long-term goals and short-term goals, aligned with the organization’s vision and mission.

Changes in the business environment are inevitable thereby HRD processes must pose as a dynamic instrument to strategically adopt the relevant changes and appropriate them structurally for the benefit of the organization

Review your organization’s mission statement, vision, and values. Ask your manager to explain how you can contribute to strategic objectives. Pay attention to formal communications from executives and upper management. Stay on top of changes to your firm’s strategy.

In my experience successfully managing diverse teams in a globalized environment demands not only the cultivation of cultural awareness and an inclusive atmosphere where every member feels esteemed but also the capacity to be an astute observer, a meticulous planner, and a strategic thinker. Clear and inclusive communication, supported by technology, bridges geographic divides, while tailored leadership approaches ensure alignment and motivation. A strategic mindset coupled with effective implementation of plans drives the team toward shared objectives. Lastly, proactive conflict resolution and a commitment to continuous learning are critical for maintaining harmony and fostering adaptability within the team.

When employees are at odds over commission allocation, as a leader, an optimal /highly effective strategy entails meticulously assessing the quandary, proposing a transparent and collaborative resolution, securing consensus, meticulously documenting both the agreement and its implementation, and then enacting the solution with precision. Conflict resolution transcends being merely an art; it is equally a science. It aims at circling things out and putting the matters into perspective for the next move and it's purpose is to bring clarity to the situation and lay the groundwork for the next stage of the task or a new assignment.

The optimal strategy encompasses self-reflection/introspection, adaptability, and versatility within a fluid environment. Although one cannot exert absolute control over the behavior of others or the external work milieu, one can entirely govern one's own conduct. Cultivating humility, demonstrating respect for others, and embracing multicultural perspectives are fundamental for integrating successfully into a globalized workplace. Ultimately, the journey begins with the self.

Good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated and enforced while executing assignments through subordinates

good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated, imbibed and enforced while executing assignments through subordinates

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next level, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

strategic human resource management adopts a holistic approach, rather than an atomistic- individualist approach. It cannot be denied that strategies may seem a lot more like an idiosyncrasy rather than a pragmatic instrument. But the challenge is in spinning the wheels of these strategies into motion and studying the consequence which assuredly would lead to some development and not necessarily a failure.

In the context of strategic human resources development, strategies may seem a lot more like an idiosyncrasy rather than a pragmatic instrument. But the challenge is in spinning the wheels of these strategies into motion and studying the consequence which assuredly would lead to some development and not necessarily a failure. Dexterous and expert integration of strategic management and human resource management pops up as the key in this context to unlocking the uncertainties of a devised human resource strategy.

Aligning available human resources to corporate strategy and corporate goals seems to be ideal since human resources can be trained to adapt to the dynamic corporate environment and strategic corporate goals owing to vagaries in the external corporate environment and economy.

In the workplace, managers and leaders who knew how to say No would do a much better job of keeping their organizations strategically focused. People in departments such as finance and human resources who regularly have to say No to internal clients would be able to contribute more effectively to the organization’s success. People in sales would know when and how to say No to customers—and would feel supported in doing so. And everyone would be more empowered to create a healthier balance between work and personal life.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

We begin with a discussion of the major driving forces of the Converging Economy. Second, we trace the influence of those forces on the FIRM function and highlight some of the innovative practices companies have enacted in response. Finally, we discuss the concepts, methodologies, and theoretical perspectives that are needed in order to conduct future FIRM research.