Learn how to use the framework and questions to identify where your organization places its attention and emphasis, such as looking at blind spots, organizational emphasis, and opportunity.
- Organizations usually have a particular energy that drives their strategy processes. See if one of these three energy descriptions fits your organization. Some organizations spend most of their time and energy on the numbers that describe how resources are used and budgeted. Other organizations might spend most of their time and energy devising ways to deliver and improve products and services. Finally, some organizations spend most of their time and energy examining their ultimate strategic purpose.
Did one seem to fit your organization better? Understanding your strategy energy can be a powerful tool to reveal patterns and biases that you can correct. There is no one correct strategy energy. Good strategy processes use all of them in the right balance. When a strategy fails, it can be because one energy profile is too dominant while others are overlooked. These three energy profiles correspond to the three elements of the HC Bridge Framework.
Impact, effectiveness and efficiency. Impact asks what pivotal talent and organization performance has the biggest effect on sustainable strategic success? Effectiveness asks what pivotal HR program has the biggest effect on talent and organization performance? And efficiency asks what pivotal HR investments have the biggest effect on HR programs? You can use these questions to map the HR strategy energy of your organization or unit.
You do that by analyzing your strategy processes, what documents and information receive the greatest attention, what organization functions lead the strategy process, what elements get the most discussion and analysis, and what do the HR strategy presentations emphasize? If you do this, you will often find that one of the three questions gets much greater emphasis and your strategy energy maybe out of balance.
When your strategy focuses exclusively on HR budgets, benchmarks and resources used, you may have overbalanced on an efficiency energy. To rebalance it, you can ask, how do these programs affect workers' capability, motivation and opportunity? That question shifts the energy from efficiency to effectiveness. When you're strategy focuses exclusively on HR programs and their quality, innovation and user satisfaction, your may have overbalanced on an effectiveness energy.
To rebalance it, you can ask questions about how those programs improve the worker performance that most impacts business outcomes. That question shifts the energy from effectiveness to impact. Finally, when your strategy focuses exclusively on organization goals, such as customer satisfaction, share price, product quality and innovation, you may have overbalanced on an impact energy. To rebalance it, you can ask questions about what talent performance is pivotal to those outcomes and how HR programs enhance that pivotal performance.
That question connects impact to effectiveness. The energy of your HR strategy is very powerful but often invisible. It creates unconscious patterns that get baked into all your HR strategy discussions, measures and processes. You can use the framework of impact, effectiveness and efficiency as a language to balance the energy of your HR strategy. Think about your own HR strategy and identify one way that it may overemphasize efficiency, effectiveness or impact.
What questions can you ask that would rebalance the energy?
- Asking the right questions
- Focusing on what is pivotal
- Defining sustainable strategic success
- Finding bottlenecks
- Pivotal talent attributes and HR deliverables
- Strategic HR investments
- HR measurements and analytics