Le rôle stratégique de RH consiste à soutenir efficacement l'organisation grâce à des politiques et pratiques de ressources humaines qui facilitent l'innovation, le changement et la performance. Traditionnellement, de nombreux processus RH visaient à contrôler et à récompenser la conformité. Les gens font-ils ce que «je» (le patron, l'organisation) leur dit de faire? Mais la conséquence de cela est que les gens cessent de penser par eux-mêmes, cessent de prendre des risques et évitent les erreurs ... et c'est exactement le contraire de ce que l'organisation a besoin si elle veut se réinventer. De quoi un professionnel dans une organisation a-t-il vraiment besoin pour contribuer à l'innovation de l'organisation et développer l'expertise individuelle et collective? C'est la question RH strategique et c'est aussi a cette questionque Move! vous aide a répondre.
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra-preneurship, knowledge sharing, contribution, involvement, engagement, ... ? Is it leading to sustainable performance and sustainable further development of our organization and our business ?
Is our Human Resources Management STRATEGIC ? :
- Fully integrated with business and organizational strategy, focusing on the key strategic priorities
- Coherent across policy areas and hierarchies
- Top management responsibility, devolved down the line (not isolated in HR department)
- Taking an ethical stand towards all stakeholders of the organization
In order for HRM to be a lever for effective behavior we need to create alignment and fit between the different HR practices and policies, as well as with the business strategy and business processes within the organization.
Key Questions
Key Questions for Your Organization ?
Overall Questions
- How do we link our HR policies and practices with the strategic challenges of our organization ?
- How do we position our HR department in order to empower line management on people management issues ?
- How do we create coherence and alignment between the different HR domains ?
- How can HR contribute to the strategic process in our organization ?
Specif questions (a few examples)
- How do we create more diverse work teams and how will that improve our performance ?
- What is the impact of implementing time registration badges on people's behavior ?
- Is our performance management process doing what it's supposed to do (improve contribution and performance) ?
- How can our Corporate Academy support learning and innovation in the organization ?
- Why do we have so many 'absentees' in our training programs ?
- Is it a good idea to limit the access to social media and internet during working hours ?
- Is our internal mobility policy good enough to create the flexibility, experience sharing, we need in our organization ?
- Do we as HR need to control the people management work of managers ?
HR shapes the business strategy in two distinct ways. Firstly, HR designs and facilitates the strategic process in the organizaton. As such they can be the guardian of inclusion, stakeholder involvement, thorough analysis and sound decision making. Secondly HR can contribute to the business strategy as an expert consultant in change management, organization development, labour market evolution, etc..
