SPEAKER 1: In this presentation, we will consider how HR can develop greater strategic alignment with the operating side of the organization. We will look at the 4 types of linkage, the concept of linkage and alignment, linkage tools, and a generic, strategic planning model.
The 4 types of linkage -- one, administrative linkage. Two, one-way linkage. Three, two-way linkage. Four, integrative linkage.
Linkage one -- administrative linkage. A, this is the traditional relationship between HT and the rest of the organization. B, an HR department in this situation is mostly concerned with day-to-day administrative issues. C, senior management sees HR as a paperwork function. D, HR has no time or interest in the strategic needs of the business.
Linkage two -- one-way linkage. A, HR is viewed in a positive light because they solved a major crisis in the organization. B, HR designs a process or system that helps the company reach certain goals. However, HR can't influence the direction of the strategic plan. C, HR simply reacts to business objectives rather than helping to formulate the plans. D, HR begins to realize it must develop a business perspective.
Linkage three -- two-way linkage. A, HR develops a reciprocal and interdependent relationship with the organization. B, it is apparent that the company's strategy impacts the people's side of the organization and, therefore, HR can influence the company's strategy. C, senior management begins to respect HR and asks for their input into the strategic issues of the company. D, senior management starts to see HR as a key to the success of the company.
Linkage four -- integrative linkage. A, HR is considered an integral member of the senior management team. B, the organization has a high level of HR executive. C, the HR executive is regarded as a team member who provides input and makes decisions on business strategies not directly involving HR considerations. D, HR professionals know and understand the business aspects of the company.
As you can see, HR must earn its way into the business of the business. For HR, it is a growth maturing process. Some HR departments never make it. At what point of development is your company's HR department? Let's go and look at alignment and linkage.
Alignment and linkage -- the relationship between HR understanding and acting on the needs of the organization and being a full partner in the business. Here are the terms. Alignment -- HR provides adequate programs but tends to be reactive. Linkage -- HR is proactively involved in the design and development of the organization's strategic initiatives.
Read each statement and decide which box it belongs in. HR is a true strategic partner. HR programs not used, they aren't appropriate to the needs of the organization. HR supports organizational strategic needs, but doesn't help line departments achieve strategic initiatives. HR programs don't survive, but the HR department does survive.
A, HR is a true strategic partner. B, HR supports organization strategic needs, but doesn't help line departments achieve their initiatives. C, HR programs don't survive, but the HR department does survive. D, HR programs are not used, they aren't appropriate to the needs of the organization.
What specific actions must HR take to support the above business needs? One, initial staffing will be internally sourced. Two, a skills analysis will be conducted of all involved employees. Three, a task analysis will be conducted to determine training needs. You make the real list in this section.
What specific actions or programs are planned? One, re-evaluate job requirements. Two, use online recruiting. Three, consider sign-on bonuses. You make the real list in this section.
What specific actions or programs are planned? One, develop a succession planning process -- send managers to executive programs. Two, create a program to rotate managers to learn other aspects of the business. Three, re-organize the management structure. You make the real list and this section.
Now that you know more about the 4 different kinds of linkages and alignment, you should have the ability to assess where your organization stands. From there, you can create a plan to further develop your HR function until it attains a strong strategic linkage, making it the most effective it can be.