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... which should invigorate domestic demand and hopefully end Japan's structural economic slump. For improving official management in the Asian countries we try to create the HR competitive strategy. The establishment of a boutique business in this country, specializing in tailor-made services for professional and leadership development, necessarily starts with a personal story. Today's Japan, more than ever, is a basin of contradictions. Working habits in daily life (such as allowing oneself some laziness by hiding behind rules to abide by, or using the absence of rules to address unusual situations) don't seem to change on the surface.
But both Management and Society have been exposed to profound shocks regarding professional life and future expectations, the problems being reinforced by the media and the discourse of the 'Officials'. These difficulties, as you probably know, have been addressed far too slowly, notably by the civil servants, still so powerful and yet harmless. From this situation, opportunities for individuals to change do arise, but there is always the danger of making decisions or being victims of decisions that go profoundly against a person's or a team's interests, both in the short and long term. And as in any country, many executives, truly dedicated to their work, are ignorant of the basic rules that run the job market. As well there is the internal political game that both pollutes and runs many firms, at the highest management levels.
Besides, Japan is still driven by pressures, which are made at a conscious level, and more importantly at the unconscious level. These 'pressures' in the social system arise from crossed manipulation based on a neurotic complex that the eminent psychoanalyst
Dr. Takeo Doi has called by a Japanese word with no clear equivalent in Western languages, the 'Are' (endearing attitude). This is a universal concept indeed, but particularly well spread in Japan's modern society.
In this context, the discourse and actions at the Government and Company levels breach the social contract and create by force, in a globally tight employment, a new behavior towards work and one's career. So I decided that the time was ripe to help individuals and teams to become more realistic, more efficient and happier in their professional life. The three are, of course, strongly related. Defining the boundaries Although there are significant areas of crossover between organizational design and organizational development, the two are distinct areas of HR strategy. Design is primarily about building a structure that meets business needs, particularly in terms of effective cross-departmental working practices and flexibility. Development is about building the resource to take the organization forward.
There are numerous ways that organizational development can be defined, but at an individual employee level, it can be usefully broken down into four constituent parts: experience, knowledge, competencies and behavior. Competencies are the hardest to define as the terminology is applied to a wide range of components including skills, abilities and characteristics, such as 'openness' or 'flexibility'. Although much development theory has been focused on behavior, an effective programmed will address all four of these areas at both an individual and departmental level. Ultimately, development is also about the kind of company values that an organization strives to adhere to. Turning value statements from lip service to reality is a major endeavor because it frequently requires a shift in corporate mindset. That will only occur when it is driven from the top down. 2.
Leadership development The age-old argument about whether leaders are born or nurtured is great for the theorists - but pretty much academic for the HR function. While it is possible to buy in leadership qualities for specific strategic roles, the issue can't be tackled by recruitment alone. In reality, leadership is a quality that needs to permeate the entire organization, from CEO down to shop-floor supervisors. That means most of the individuals filling leadership positions will require training.
Developing leadership skills requires a blended approach combining business theory and practice. To begin with, the difference between leadership and management must be understood. In a seminal article published by Harvard Business Review in 1990, John P Kotter argued that management is about coping with complexity, while leadership is about coping with change. To put it another way, management is essentially a control process that uses tools such as budgeting to tackle complexity; leadership is about having a vision and the strategies to turn it into reality. 3. Succession planning Another area where lip service is more prevalent than practical results, succession planning is a perennial irritant for HR.
However carefully a strategy is mapped out to nurture the next generation of leaders and key employees, it is inevitable that people will leave and business needs will change before the plans come to fruition. That is not, however, any reason to avoid doing it. As well as providing a framework for continuity (however flawed it may be), succession planning also helps to identify key employees and is a central plank of staff retention. It is important to bear in mind that succession planning isn't a tool just for senior roles.
In highly-specialist areas, it can take years to build skills and knowledge for specific roles and the loss of key individuals can have a significant impact on business performance. Demonstrating that knock-on impact on the business is one way of justifying the need to invest in effective retention strategies. 4. Training and learning It is a truism that in tough times, training budgets are one of the first items to be cut. But as Cheryl Fields Tyler, vice-president of consulting at the Concours Group, points out, in many cases, it is actually the training strategy that gets hit the hardest.
In other words, companies will continue to spend, but they invest less in training planning and management and as a result, have less effective programmes. There has been some progress on this front. As the concept of the Learning Organisation evolved in the 1990 s, corporate education began to be seen as a strategic tool rather than an interruption to day-to-day activities. At an operational level, companies began experimenting with new types of educational processes, such as computer-based training. At a strategic level, there was also a shift in corporate mindset, which manifested itself in a growing willingness to learn for the future, rather than to apportion blame for the past.
Yet, despite those changes, few organisations today take a co-coordinated approach to learning. In fact, many would struggle simply to put a figure on how much they spend on training and development. As Tom Rafters, a senior consultant at Watson Wyatt points out; training is typically seen as a one-off event, not a process that is integrated with the business. To be effective, all learning programmes - from on-the-job ad hoc training to classroom-based courses - need to be structured as part of an overall development strategy. 5. E-learning and the broader business case E-learning systems provide some answers to this problem.
Designed to provide the platform for new training techniques, these systems allow organisations to supplement traditional classroom-based training with a range of internet-based learning options, from live instructor-led sessions to self-paced training courses. The core infrastructure, a Learning Management System, co-ordinates the process and helps organisations to keep track of which courses participants have taken, a major benefit for both budgetary control and employee assessment. Although e learning is often lauded primarily for the cost-savings it generates, it is most effective when integrated into a broader HR picture. Linking training information to appraisal, competency management and other HR systems is fundamental to building a long-term organisational development strategy. By putting development in the context of performance management, expenditure can be justified to senior management on a basis they really understand - business impact. Case study: Kendle International When Sherry Gevedon, director of global training and development at clinical research firm Kendle International, was approached with a training request at 8 pm on a Monday evening, she could have been forgiven for dismissing it out of hand.
Her IT director for global business systems had an urgent requirement to train 120 people in three different time zones by noon on Wednesday. That gave her just 40 hours. In the event, the company was able to get 110 people up to speed by the deadline - and the remaining 10 received the information that evening. The delivery tool was a learning management system within the group's corporate university, which offers both structured and unstructured educational facilities over the web 24 hours a day. For Kendle, which provides project-based clinical research services for the pharmaceutical and biotechnology industries, the ability to react in this way is an essential component of business flexibility. Its e-learning applications, based on Saba's Learning Management System, provide cost savings in terms of reduced travel expenses, lower presenter costs and opportunity cost.
But in a business that needs to respond quickly to changing market and customer demand, the just-in-time training capability is just as important to Gevedon. Kendle's technology platforms are a core part of its organisational development strategy, which embraces a wide range of HR activities. The basic framework is a series of competency profiles, which were initially developed on the basis of job type and then personalised by line managers for individual employees. These form part of an employee's personal workbook, which features a job description, skill requirements, relevant courses (such as project-specific training), standard operating procedures for the clinical environments in which that person operates, and external training. It's easy to assume that the best one is the most strategic one but in fact developing a strategic HR function within a commodity business for example, may actually be a mistake. Whatever path you take, it is important to remember that being strategic in HR means having a direct impact on business problems and results.
So, in that light, select the strategy that is most likely to have a significant impact on workforce productivity and profits. Worked Cite Cheryl Fry and Stephen Friedman Cover Story HR 2010 Delivery, J. E. , and Doty, D. H. (1996) 'Modes of theorizing in strategic human resource management: Tests have universalistic, contingency, and configurationally performance predictions'. Academy of Management Journal 39 / 4: 802 - 835. Developing HR strategy: Building up resources web Frank Been Partner, PricewaterhouseCoopers Jay Harris Compensation survey can shape HR strategy.
National Real Estate Investor, Nov 1, 2000 John Sullivan Selecting an HR strategy Jeff Such Integrated line management and HR planning web HR strategy forum: Using a balanced scorecard Personnel Today, 18 Nov 03 Laurie J. Barclay and Daniel P. Skarlicki Playing Fair HR Professional Magazine February/March 2004 Looking to the future of HR Management Centre Europe, web May, C. , Salmon, G. and Storey, J. (eds. ) (1998) Strategic Human Resource Management: A Reader The Open University/Sage. Managing and leading in the 21 st century Management Centre Europe, web Mark Thomas Business-led Human Resource strategies Management Centre Europe, web Mary Ann Lesperance, CHRP, MSc Multi-Level HRM Strategy Key to Flexible Staffing Success HR Professional Magazine October/November 2001 Mary Ann Lesperance, CHRP, MSc The success of any M&A depends heavily on HR April 12, 2004 Paul Kearns No One Can Do HR Strategy For You Sandra Underhill IT Managers Just Wanna Be Friends The role of HR in the new economy Thomas R. Connolly, Walter Mardi's and James W.
Down Transforming Human Resources Wright, P. M. , and McMahan, G. C. (1992) 'Theoretical perspectives for strategic human resource management'. Journal of Management 18: 295 - 320.
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Research essay sample on Strategic Human Resource Human Resource Management
