Learn why building strategy by finding important jobs leads to generic results. Asking "What are our important jobs?" provides very little strategic information.
- Do you build your HR strategy by asking what's important?…Most organizations do.…Organization leaders ask HR leaders to build an HR strategy…that supports our important strategic goals,…focusing on the important human resources…that are vital to those goals.…This is a fundamental mistake, which explains why many…HR strategies are weaker than they should be.…You can see the effects of this common mistake…by using the example of an HR strategy…for a Disney theme park, such as Disneyland or Disney World.…
When you search for a strategic goal that's important,…you often look for consensus among your leaders.…That produces strategic goals that are generic,…such as increase innovation, make us faster,…make our organization more digital,…or improve customer focus.…If we did this for a Disney theme park,…everyone would agree that the goal…of maximize customer satisfaction was important.…Of course, this is a vital goal for all Disney theme parks.…
HR strategists might feel confident,…and their leadership partners might applaud a goal…
- Arrange the questions of HR strategy in order of importance.
- Define “pivotal” within the context of the course.
- Identify three key questions that help clarify and focus organizational strategy.
- Define the term “bottleneck.”
- Name four characteristics a person might have that supports improved work performance.
- Explain the importance of an HR budget that aligns with HR strategy.
- Describe the three energy profiles and how they can be used to create a balance in HR strategy.