Strategic HRM and Strategic Change Management 4/4

Alignment in time

Time alignment links the present to the future. This category includes strategic personnel planning, career management, succession planning and strategic change management.

In order to realize the alignment in time, you are looking for an answer to a number of questions:

•     Which changes are coming our way?
•     What competencies do we have in house today?
•     What do we need in the future?
•     What do we have to do to achieve this?

For example: The company invests in new CNC-controlled machines. This thorough modernisation of the machinery will require the operators to learn how to operate and maintain these new machines. Training is essential. But the existing job content is also changing. Certain tasks are disappearing, new tasks are taking their place. You will have to prepare the change well: draw up a clear description of the new responsibilities and authorities, map out the new competencies; draw up a plan for implementation, training, follow-up and adjustment and take care of communication.

Strategic change management

If you want to achieve success, it helps to address people on their interests, their complementarity and broad employability within the team.
Involve people in the change. Use their expertise and experience. Listen to their feedback and make adjustments where necessary. Support them through training, coaching. Appreciate them by issuing certificates for the newly acquired competencies.

And make sure that there is a good communication structure in the company. The information flows must run smoothly: top-down and bottom-up!

Implementing strategic HRM

Before an organisation can introduce SHRM, the business has to be up to scratch. The domains of leadership, strategy, resources and processes must be coherently coordinated with each other. Only then can management take a clear position on the five components of SHRM.

Strategic HRM consists of five components: the HR philosophy, the HR policy and strategies, HR programmes, HR practices and processes.

 To implement SHRM, we follow a structured path:

•     Develop a vision for HR, in line with the company vision
•     Define the strategy and objectives of HR, in support of the business strategy and objectives.
•     Inventory (and/or redesign) the key processes of HR
•     Match inflow, throughflow and outflow
•     Create HR programmes that add value to the business

The acceptance of HR practices within the organisation is based on the principle of fairness. People must have the perception that they are being treated in a fair and objective manner. They must be aware of their contribution, be recognised for it and be given the opportunity to develop further.

This is a long-term project that cannot be carried out all at once. We always start from the most acute needs or bottlenecks you are confronted with. We then provide the necessary training to further expand the SHRM and to implement it in a sustainable manner.