Barriers and Initiatives of Human Resource Strategy Implementation
Before HR professionals can work to implement strategy, they must first ascertain what obstacles presently exist to prevent the desired changes from occurring in their organization. Strategy implementation is, in many ways, a systematized process of removing the company’s many internal roadblocks to change. Every strategy will encounter some measure of resistance, even when it’s been unanimously agreed that change is imperative; and the more dramatic the change in strategy, of course, the more struggle there will be.
HR can preempt many of their potential battles by anticipating and addressing some of the problems that will likely arise
Barriers to the implementation of Hr strategies:
Each of the factors are essential to understand for successful implementation of Hr strategies. These major barriers can be encountered by Hr strategists when attempting to implement strategic initiatives include:
- Inadequate assessment of the environmental and cultural factors that affect the consent of the strategies.
- Failure to understand the strategic needs of the business, with the result that Hr strategic initiatives are seen as irrelevant, even counter-productive.
- Faliure to take into account the need to have established supporting processes for the initiatives (for example, performance management to support performance pay)
- Inability to persuade top actively to support the initiative.
- Inability to gain the understanding and acceptance of employees.
- Failure to monitor and evaluate the implementation of the strategy and to take swift remedial action if things are not going according to plan.
- Failure to ensure that the resources (finance, people and time) required to implement the initiative will be available in this case HR support is very essential.
- Failure to recognize that the initiative will take new demands on the commitment and skills of the line managers who may have to play a major part in implementation.
So Where to start:
The chore of thoroughly managing barriers to strategy is an intimidating one, and given that, the rarity of effective strategy execution is really none too surprising. Fortunately, every one of those issues is within the power of HR to conquer.
From a big-picture perspective, there are four vital tasks that all businesses must accomplish. These four jobs, when properly fulfilled, add up to the bare-bones work of strategy implementation, and they are
- Helping employees to understand the strategy.
Not only must employees understand the strategic direction itself, they must also comprehend the reason for the strategy, as well as the driving forces behind it. Employees are the cogs around which the gears of business turn. If the employees don’t understand where the strategy is headed, they will be incapable of realizing their full potential in aiding the strategy implementation.
- Augmenting employee commitment to the strategy.
Changes in strategy mean changes for people on an individual level, and individual change tends to mean frustration, disappointment, and challenge. If an employee is going to put in any extra effort towards propelling a conceived strategy to fruition, he must genuinely be given to believe that, in the long run, the end product will be worth the difficult sacrifices made in order to implement the strategy.
- 3. Streamlining local effort with the strategy.
Though invariably all employees must be on board for understanding and committing to the strategy, this in and of itself is not enough. Implementing a strategy means legitimately changing work production. In order to achieve the business strategy, all off-strategy work must terminate and all on-strategy work must proceed with renewed urgency and dedication
- 4. Inducing cross-system cooperation.
The final and most important step in HR strategy implementation is that of realigning departmental relationships within the system. Implementing strategy means carving deeper relationships between inter-dependent organizational units, such as sales and manufacturing, or customer service and distribution. This last job is as challenging as it is critical, because it demands that employees within discrete work units learn to share and interact across the traditional boundaries of their job descriptions.
This system of change as organized into four jobs is rather unique among most designs for strategic HR. Where many plans focus in on how HR can appeal to, motivate, and enrich the contribution of the individual, the Four Jobs system recognizes the work that must be done on all three tiers of organization, from the individual to the work unit to the department as a whole. Implementation of strategy is an all-encompassing procedure, demanding change at all levels of the business’s social system.