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Designing and Implementing HR Strategy - Implementing the HR strategy

2.2 Implementing the HR strategy

The process of implementing the HR strategy was accomplished as follows.

2.2.1 HR deliverables and leverage points (short-range objectives)

A matrix of strategic HR drivers and HR operations priorities was used to facilitate the identification of short-term deliverables and leverage points.

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Figure 4: Matrix of strategic HR drivers and Operational HR requirements

At the intersection of Managing Talent and Proactive HR Solutions, for example, the following HR deliverables and leverage points were identified:

• Rank core staff in terms of leadership and technical talent and consolidate by means of a suitably valid and reliable process.
• Put in place different structures, budgets, systems, processes and procedures to develop and retain the technical leaders, project managers, specialists and stalwarts.
• Identify and train “gray-hairs” and other mentors and coaches.
• Identify gaps in talent, given the organisation’s product and technology strategies and put in place gap closing strategies including recruitment, selection, placement, training, development, exit etc.

The HR deliverables and leverage points identified in the matrix were integrated and action plans developed, specifying outcomes required, persons responsible, resources required and appropriate milestones.

2.2.2 Using people analytics to understand what is happening

People-related data including psychometric profiles, job-related information, qualifications, performance, wellness, engagement and turnover data were monitored on an ongoing basis. This provided evidence-based information used to answer questions about:

• Screening techniques that yield the best return on recruits.
• Profiles of people who perform best.
• The probability that a given candidate will be successful.
• How much more good performers contribute than poor performers.
• Profiles of who make the best mentors in the organisation.
• The ROI on training / development in terms of increasing performance.
• The relationship between engagement and performance. »

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