Posts Tagged Business Strategy
We all know that a strategic human resources function is critical in today’s competitive global market, but many top-level executives still believe that HR is ineffective and consistently fails to provide value. You can read all about HR’s continued woes in a new report from The Economist Intelligence Unit/KPMG. They obviously didn’t interview your CEO, who would have told them about all the amazing things you’re doing at your organization.
Senior executives say they understand that a strategic human resources function is crucial in today’s competitive global market. At the same time, however, the C-suite believes that HR is ineffective and consistently fails to provide value to the organization, a new report found.
You’re introducing a new software solution for…performance management, rewards and recognition, time and attendance management…your choice. The solution will impact every employee. You’re heading up the change management project. What’s next? Check out this post before you join us on the next #NextChat: http://chinagorman.com/2012/11/20/competence-enemy-of-change
Change management model? What’s your favorite?
Organizations with established employee recognition programs seek to improve employee engagement and morale, a new Society for Human Resource Management (SHRM) survey finds. The majority of employers contended that they are achieving that goal.
It’s that time of year again. The annual opportunity to plan, scheme, and build a budget. Generally, this is the time of year when we think about what new programs or technologies we could add in the upcoming year. We dream of slick technology or powerful new programs that we could implement if we are lucky enough to be given the budget to do it. It’s a fun time of year. Planning and thinking big thoughts is important.
But, this year, while you plan and dream and budget, set aside a little time for another powerful exercise that we often overlook.
If an adversary or threat can exploit a vulnerability to harm an asset, then you have risk.
With the increase in advanced, multidimensional threats, some organizations are considering the services of a corporate threat intelligence program, or developing an in-house program—dedicating staff and other resources to deep inspection and analysis of data to avoid the sorts of attacks, crises and events that can cost a company millions, endanger personnel and damage its reputation.
Change is hard especially at work and studies now show that because we are reluctant to change we are also programmed to fail. In 1995, seventy percent of all major changes in an organization failed. In 2008, we are still sitting at a thirty percent rate of success. The rise of importance and use of change management as well as tactics, strategies, and theory hasn’t changed a thing.
One of my new go-to resources is the IBM’s Global CEO Study. It surveys over 1,500 global business leaders about the business and work on topics of concern and trends for the future. You can download this year’s survey here.
Last year, I was very impressed that IBM’s research included for the first time a companion study from students about their views on inheriting this complex world we’re living in. Very cool!
I admit it, I am a total mark for Business Insider.
A superb mix of business, tech, culture, politics, economics, sports, celebrity gossip - all delivered with bludgeon-like ridiculous volume probably running upwards of 100 posts each day.
Now in its eighth year, the SHRM Strategy Conference is one of the most exclusive senior-level HR conferences in the world. Held this year in beautiful Palm Springs, this must-attend event will give you proven, practical tools and resources to help you implement the most effective strategic HR practices in your organization.
Most of you have heard the saying, “Don’t throw the baby out with the bathwater,” or something to that effect. Basically, the idiom advises us not to discard something valuable in our eagerness to get rid of some useless thing associated with it. If you are not careful, this can happen to businesses going through a rough patch.
A changing workforce, global competition, advances in information technology, new knowledge, the 2008 global recession and demands for sustainable performance have forced corporate leaders to examine and re-evaluate how they manage and operate.
In response, they are utilizing new technologies, changing their organizations' structures, redesigning work, relocating workforces and improving work processes. These changes have significant implications for how their human capital should be managed and how their HR functions should operate.
From the next economy, to the next generation, the Society for Human Resource Management helps get the most out of business by getting the best out of people. Find out more on becoming a SHRM member here.
Should the Strategic Plan Rest in Peace?
At one time, business executives believed that strategic planning was the answer to all of their problems. The process that started in the 1950’s evolved through various strategic analyses including SWOT (Strengths, Weaknesses, Opportunities, and Threats), Michael Porter’s competitive strategy model, core competencies, strategic intent and business transformation. Today, many are questioning the strategic plan's usefulness.
There are many reasons for this. I'll give three:
"The single most important strategic pillar of any great enterprise is people,” best-selling author Jim Collins said in his Tuesday keynote session at the SHRM 2012 Annual Conference.
After spending nine years studying why some companies thrive in uncertainty or even chaos, while others do not, for his latest book Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All (HarperBusiness, 2011), Collins concluded that “it all begins with people.”
The notion of business as a combination of sport and war was attributed to Emile Herzog (1885-1967), a French author who used the pen name, Andre Maurois. I’m going to admit at the outset that I was a strong proponent of Herzog’s concept for most of my career. However, now that I look back from the CEO afterlife, I realize that this view need not be pervasive.
Companies involved in mergers and acquisitions (M&As) that are successful in retaining key talent begin the retention process early, according to a new global survey from Towers Watson.
Roughly two-thirds to three-fourths of both buyers and sellers surveyed use retention agreements, chiefly for senior leaders below the boardroom level, key contributors and technical experts, according to the findings.