tag:blogger.com,1999:blog-58201565607899529022024-03-13T22:13:02.268-07:00HR and StrategiesSailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.comBlogger16125tag:blogger.com,1999:blog-5820156560789952902.post-53288987141668509512009-03-23T17:56:00.001-07:002009-03-23T19:33:20.821-07:00EFCA and its practical effects<span class="Apple-style-span" style="border-collapse: collapse; font-family: arial; font-size: 13px; "><p dir="LTR"><a name="11ff5cc76d414eb3_" style=""><span lang="en-us"><b><span style="font-family:Times New Roman;"><span class="Apple-style-span" style="color: rgb(51, 0, 0);">EFCA (Employee Free Choice Act): </span></span></b></span></a></p><p dir="LTR"><span class="Apple-style-span" style="font-family: 'Times New Roman'; "><span class="Apple-style-span" style="color: rgb(51, 0, 0);">Lately</span></span><span class="Apple-style-span" style="font-family: 'Times New Roman'; "><span class="Apple-style-span" style="color: rgb(51, 0, 0);"> EFCA has been gaining national attention, a bill that can revert the trend of declining numbers in labor unions. Highly controversial for its proposed changes, the bill will completely replace the secret ballot election with card check which requires only 50 % + 1 signatures in support for union representation. A detailed overview of the proposed bill and its practical effects are highlighted in the article below.</span></span></p><p dir="LTR"><br /></p><p dir="LTR"><span class="Apple-style-span" style="font-family: 'Times New Roman'; ">At the top of labor's wish list is EFCA, a bill that would radically alter 75 years of labor law governing the representation rights of employees. Specifically, EFCA would fundamentally change three critical aspects of the National Labor Relations Act (NLRA) by:</span><br /></p><p dir="LTR"><span lang="en-us"><span style="font-family:Symbol;font-size:85%;">·</span><span style="font-size:85%;"><span class="Apple-style-span" style="font-family: 'Courier New';"> P</span></span></span><span lang="en-us"><span style="font-family:Times New Roman;">roviding for the elimination of NLRB-supervised secret ballot elections in favor of "card check," thereby enabling unions to organize employees merely by convincing or coercing a majority of them to sign authorization cards;</span></span></p><p dir="LTR"><span lang="en-us"><span style="font-family:Symbol;font-size:85%;">·</span><span style="font-size:85%;"><span class="Apple-style-span" style="font-family: 'Courier New';"> C</span></span><span style="font-family:Times New Roman;">hanging the rules of bargaining by imposing mandatory interest arbitration on those parties who fail to reach an agreement on their own within 130 days; and</span></span></p><p dir="LTR"><span lang="en-us"><span style="font-family:Symbol;font-size:85%;">·</span><span style="font-size:85%;"><span class="Apple-style-span" style="font-family: 'Courier New';"> S</span></span><span style="font-family:Times New Roman;">ubjecting employers to substantially increased penalties and remedial relief.</span></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"></span></p><p dir="LTR"><span lang="en-us"><b></b></span><span lang="en-us"><b></b></span><span lang="en-us"><b></b></span><a name="11ff5cc76d414eb3_" style="color: rgb(42, 93, 176); "><span lang="en-us"><b><span style="font-family:Times New Roman;">Practical Effects of EFCA</span></b></span></a><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"></span></p><p dir="LTR"><span lang="en-us"><span style="font-family:Times New Roman;">Until now, an employer "blind-sided" by an underground organizing campaign could respond during the ensuing six-week "campaign" period, during which time it remained free to educate employees on the risks of union representation prior to a secret-ballot election. But in the wake of EFCA ill-prepared employers could suddenly find themselves unionized without so much as a single ballot cast. A drastically streamlined representation process would substantially compromise employers' ability to counter organizing through an informational communications campaign.</span></span></p><p dir="LTR"><span lang="en-us"><b><span style="font-family:Times New Roman;">1. </span></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;">Limited Time to Respond:</span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> If EFCA passes, unions will step up their efforts to utilize secretive card-signing campaigns. This tactic, if left unchecked, would short circuit employer efforts to furnish information explaining the benefits of remaining union free. The employees would be making their decision with only the union's side of the story.</span></span></p><p dir="LTR"><span lang="en-us"><b><span style="font-family:Times New Roman;">2. </span></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;">Union Pressure:</span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> Card-check will enable unions to utilize peer pressure and other forms of coercion to intimidate employees into signing cards, even though they may not actually desire third party representation.</span></span></p><p dir="LTR"><span lang="en-us"><b><span style="font-family:Times New Roman;">3. </span></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;">Loss of Bargaining Rights and Interest Arbitration:</span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> If a union successfully organizes your business, a third party arbitrator could decide the terms and conditions of any resulting collective bargaining agreement. If employers don't like those terms, or worse, cannot make them economically viable, they would have little if any recourse, short of legal challenges on Constitutional grounds.</span></span></p><p dir="LTR"><span lang="en-us"><b><span style="font-family:Times New Roman;">4. </span></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;">Guaranteed First Contracts:</span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> Another</span></span><span lang="en-us"><b></b></span><span lang="en-us"><b></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;"></span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"> <span style="font-family:Times New Roman;">practical effect of</span></span><span lang="en-us"><b></b></span><span lang="en-us"><b></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;"></span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"> <span style="font-family:Times New Roman;">EFCA is that employers will either have to agree to first contracts or risk having one imposed by an arbitrator. Regardless of</span></span><span lang="en-us"><i></i></span><span lang="en-us"><i></i></span><span lang="en-us"><i> <span style="font-family:Times New Roman;">how</span></i></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> employers get saddled with first contracts, EFCA will require such contracts to stay in place for a minimum of two years.</span></span></p><p dir="LTR"><span lang="en-us"><b><span style="font-family:Times New Roman;">5. </span></b></span><span lang="en-us"><b><span style="font-family:Times New Roman;">Enhanced Penalties:</span></b></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"><span style="font-family:Times New Roman;"> Mandatory penalties of up to $20,000 per violation, applicable only to employers, could provide labor with a decisive advantage from the standpoint of regulatory enforcement. Compulsory injunctive relief would provide additional leverage. Taken together, these penalties threaten to drive up the cost of litigation during difficult economic times and would certainly encourage unions to file more frivolous unfair labor practice charges as a pressure tactic.<span class="Apple-style-span" style="font-family: arial; font-weight: bold; "></span></span></span></p><p dir="LTR"><span lang="en-us"><span style="font-family:Times New Roman;"><span class="Apple-style-span" style="font-family: arial; font-weight: bold; ">Conclusion<span class="Apple-style-span" style="font-weight: normal; "></span></span></span></span></p><p dir="LTR"><span lang="en-us"><span style="font-family:Times New Roman;"><span class="Apple-style-span" style="font-family: arial; font-weight: bold; "><span class="Apple-style-span" style="font-weight: normal; ">EFCA and the RESPECT Act present unprecedented challenges to employers. Fisher & Phillips has successfully assisted employers in defeating union organizing efforts over the years. We have learned from our experiences that the keys to success are to be proactive, put systems in place to recognize organizing efforts, identify issues that could be exploited by unions, and effectively address those issues so as to render third-party representation unnecessary. Employers that fail to take the pre-emptive actions necessary to deal with these new threats could well find themselves unionized and thereafter presenting information to an arbitrator who will unilaterally shape their work rules, wages, and benefits.</span></span></span></span></p><p dir="LTR"><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"></span><span lang="en-us"></span></p><p dir="LTR"><span lang="en-us"></span><a href="http://www.laborlawyers.com/shownews.aspx?The-EFCA,-Organized-Labors-Legislative-Agenda-and-Its-Impact-on-Your-Business&Type=1122&Show=10884" target="_blank" style="color: rgb(42, 93, 176); "><span lang="en-us"><u><span style="font-family:Calibri;color:#0000FF;">http://www.laborlawyers.com/<wbr>shownews.aspx?The-EFCA,-<wbr>Organized-Labors-Legislative-<wbr>Agenda-and-Its-Impact-on-Your-<wbr>Business&Type=1122&Show=10884</span></u></span></a></p></span>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com9tag:blogger.com,1999:blog-5820156560789952902.post-69209144296571956562008-09-24T12:54:00.000-07:002008-09-24T13:43:57.607-07:00"Information Overload"Every employee wants to be performing above and beyond their call of duty to sustain in this tough competition they face daily at their work sites. And hence multitasking.<br /><br />Due to this juggling tasks has become an inescapable element of work as revealed by a new field recognized as "Interruption Science" (Source: HR Magazine; August 2008). Information Overload often challenges the innovative and creativity aspects of workers when they have to constantly multitask or shift from one task to another or tackling two cognitive tasks simultaneously.<br /><br />"A study showed that workers on average spend just 11 minutes on a project and, within that time frame, typically change tasks every three minutes" (Source: HR Magazine; August 2008; "Quelling Distraction: Help employees overcome 'information overload'.")<br /><br />Companies/Organizations are starting to realize the importance of need to allocate some time for employees to be creative and thinking.<br /><br />So companies are dealing with this new challenge by carving out "Creative Spaces". Some call it "White space" or Creative room or Work-Out sessions or even "Think Fridays". All these efforts try to provide a physical place or a specific time or day for employees to focus on creative thoughts or agenda-free reflection without any interruptions.<br /><br />For more information read the complete article HR Magazine; August 2008; "Quelling Distraction: Help employees overcome 'information overload'."Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com6tag:blogger.com,1999:blog-5820156560789952902.post-67835426064526712472008-05-23T11:56:00.000-07:002008-05-23T12:35:33.240-07:00Is aging an issue or an advantage?According to an article in the HR magazine "Keep pace with older workers"; older workers bring experience and research shows they are equally productive as young employees. Older workers have much lower turnover because of increased loyalty and stability and would be satisfied in their jobs.<br /><br />Interesting statistics of a store suggests that turnover was six times less for workers over 50 than for those under 30. Further research shows no correlation between age and job performance.<br />Thus employers could make the work environment more pleasant to the aging workers by understanding their needs, providing them with essential training and helping them adapt to change.<br />By understanding aging, employers can make mature workers even more productive as well as simultaneously leverage upon their experience to build a legacy of their own.Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com8tag:blogger.com,1999:blog-5820156560789952902.post-50523560062683324362008-03-29T13:44:00.000-07:002008-03-29T14:19:22.211-07:00Understanding employee behavior - Back to the basics of Neuroscience"The Brain at Work" article (SHRM, March 2008 edition) explains that science is deeply rooted in explaining why people behave the way they do and also on how to better manage them. The article points out that workplace behavior is not always motivated the way many people think (giving incentives). Though it may work for short-term, not in the long run because of the way our brain is wired, when targeted change is in an employee's intrinsic behavior.<br /><br />Some important lessons from Neuroscience highlighted in the article that can have implications for HR professionals, trainers include<br /><br /><ol><li>People need enough sleep to integrate learning into long-term memory.</li><li>Learning should be broken down into "bite-size nuggets" to make it effective.</li><li>Social fairness and respect gives brain a chemical boost.</li><li>Stress can cause people to think unclearly.</li><li>Uncertainty arouses fear circuits and can decrease ability to make decisions. However, employees’ ability to think clearly can be hindered when employers fail to meet expectations or create uncertainty (in a healthy way with some direction) in the workplace.</li><li>Employees need some ownership over situations to better accept changes. Even a little choice helps.</li><li>Engaging people in more active learning techniques improves retention.</li></ol><br />Having knowledge of how our brain functions and things that people are sensitive to will enable better training decisions, and facilitate managers to better manage their teams.<br /><br />The complete article can be accessed at the following link.<br />http://www.shrm.org/hrmagazine/articles/0308/0308fox.aspSailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com11tag:blogger.com,1999:blog-5820156560789952902.post-44656630802070628652008-03-08T14:56:00.000-08:002008-03-08T15:25:46.894-08:00Developing leaders from withinThe IBM Global Human Capital Study 2008 suggests that company leaders emphasize on building leaders from within the company. The survey reflects that it is the leading challenge faced by the organization.<br /><br />So what are they doing to assess and develop leaders from within the organization? The top executives reported using of initiatives such as Action Learning; Mentoring; and Job Rotation.<br /><br />Action Learning and Job Rotation are methods where the future leaders gain hands on experience in different projects. Whereas mentoring is one of the most widely used training method to develop future leaders by providing guidance and feedback on one's performance through a one-to one mentor-mentee relationship.Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com1tag:blogger.com,1999:blog-5820156560789952902.post-26513898201183426482007-11-26T20:05:00.000-08:002007-11-26T20:10:52.677-08:00A very good article on kinds of leadership and what makes a person an effective leader. Leadership: is it an innate ability to lead or is it gained by experience? Qualities of different leaders like charismatic leader and transformational leader are also highlighted.<br /><br />For more details, please check the link below.<br /><br /><a href="http://www.rediff.com/money/2007/nov/22har.htm">http://www.rediff.com/money/2007/nov/22har.htm</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com3tag:blogger.com,1999:blog-5820156560789952902.post-83082431708289266262007-11-20T19:31:00.000-08:002007-11-20T19:50:02.923-08:00Successon Planning - Preparedness for futureCompanies that have succession planning in place are better prepared for any sudden changes in the company. It avoids knowledge loss once the leader exits. It gives the ability to takeover new responsibilities in a much faster way and with least disruption in the business activities. Surprisingly, lot of companies do not dedicate sufficient resources to this and may suffer tremendously when CEO's depart unexpectedly.<br /><br />An article highlights four best practices to ensure effective succession planning that can be implemented in any company - Analysis; Development; Selection and Transition.<br /><br />Having a structure in place that carefully engages in those best practices will set the new leaders firmly towards future success.<br /><br />Please follow the link to access the complete article.<br /><a href="http://www.forbes.com/leadership/2007/11/07/succession-ceos-governance-lead-cx_sm_1107planning.html">http://www.forbes.com/leadership/2007/11/07/succession-ceos-governance-lead-cx_sm_1107planning.html</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-3819764619899285672007-11-04T10:59:00.000-08:002007-11-04T11:11:33.310-08:00Compensation as a strategic move to reduce turnover for HR professionals!"Organizations have lost nearly 30 percent of their human capital in the past two years" (2007 SHRM Human Capital Benchmarking study).<br /><br />High turnover and the need to fill positions quickly is making HR operations even more challenging. One way organizations are trying to control is by having a strategic compensation through incentive system beyond base pay for HR professionals. The variable pay is tied to performance through short-term incentives (STI) in the form of cash bonuses for increased/improved productivity and long-term incentives (LTI) in the form of varied stock options.<br /><br />The use of LTI's is spreading from the top specifically for HR executives whereas STI's are used more frequently than LTI's for variable pay for HR executives as well as HR managers.<br /><br />Source: HR Magazine (Nov. 2007)Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-61736759029776780182007-09-25T17:58:00.000-07:002007-09-25T18:28:06.529-07:00Employee EngagementEmployee engagement can be crucial to a company's competitive advantage because that leads to higher productivity and lower turnover. The greater the employee's engagement with their company, more likely are they to "go an extra mile" to strive excellence and achieve their goals.<br /><br />But what exactly is "employee engagement"?<br />It is a sense of attachment, willingness to stay w/ the company, organizational citizenship, employee's willing to go above and beyond their call of duty, and willingness to put effort in achieving employer goals. It provides satisfaction and greater pride for the employee.<br /><br />Ground-breaking research on "Work Trends" conducted by Dr. Jack Wiley, Director of the Kenexa Research Institute suggests that employee engagement is most in employees less than 1 year & employees who stayed more than 10 yrs w/ the same company.<br /><br />Engagement index is calculated as Satisfaction + Retention + Advocacy + Pride<br /><br />Some of the top drivers of employee engagement that surfaced in the research were<br /><br />-Opportunities for career path<br />-Having confidence in future of the company and in its senior leaders<br />-CSR efforts the company is engaged in,<br />- Kind of work<br />- Satisfaction w/ amount of pay<br />- Company supports employee efforts to balance work and family/personal responsibilities<br />- Company’s mission, vision, & value<br /><br />Thus it definitely seem to be essential for companies to design program strategically to reinforce employee engagement.<br /><br />More information about employee engagement at<br /><a href="http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf">http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-56844097633119417562007-09-23T11:34:00.000-07:002007-09-23T11:49:49.148-07:00Workplace flexibility<strong>Who does not want an added benefit of flexible work hours? </strong><br /><br />With the constantly changing work dynamics, many people factor in the flexible work hours in their decision making for a job. For many it provides a healthy work/life balance, allows working parents to accommodate visits to their kids games, functions, and school meetings etc.<br /><br />Well said by someone in a supervisor role that "you may have many different jobs during your life, but you only have one family".<br />I worked in a company that valued workplace flexibility. Employees can take off early if required because they know they can put in that time some other day. We could work from home 1 day per week and set our own work hours. I think companies are slowly realizing the impact of such benefits are huge. Employees are more productive, enthusiastic and responsible with such work norms. The incentives could be huge both for employees (personal growth and satisfaction) and for the company (reduce turnover, labor costs, and more profits).<br /><br /><br />More in SHRM Sep 2007, <strong>Employees' Reactions to Workplace Flexibility</strong>.Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-46916494743094337492007-08-27T19:48:00.000-07:002007-08-27T20:11:58.380-07:00Corporate Social responsibility (CSR)Stakeholders are having greater expectations from corporations in terms of being socially responsible. Making a company profitable is not enough. What calls for the attention is to ensure those profits are not made at the expense of employees, environment & society. Every company big or small is heavily investing in CSR. A 2007 SHRM CSR survey of US HR professionals indicated about 91 % mentioned their company's efforts in CSR. Most common practices were in the form of donations or volunteering.<br /><br />Recently companies representing 7 countries surveyed for CSR found about 80 percent of the businesses surveyed have executed some form of CSR practice. Among the percentages of companies that consider CSR when making business decisions, Brazil ranks top with 62 % followed by Canada, 54 %; Australia with 52 %, USA, 47 %, India, 38 %, China, 35 % and Mexico with 26 %.<br /><br />Even students who are future professionals want to be part of only those companies that are heavily vested in CSR efforts. With such uproar for CSR, companies should be specific in designing or planning their CSR activities that can engage employees directly so can have a deeper connection with CSR.Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com7tag:blogger.com,1999:blog-5820156560789952902.post-90158723228175771962007-08-13T20:00:00.000-07:002007-08-13T20:07:42.957-07:00Women in business....The number of business women is increasing day by day and so are the rules of doing business. Women are also willing to take greater risk in business than men, yet leverage on their softer and interpersonal skills.<br /><br />But, how do they do that, read more here<br /><a href="http://news.bbc.co.uk/2/hi/business/6939372.stm">http://news.bbc.co.uk/2/hi/business/6939372.stm</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-54838537803943582882007-07-17T21:18:00.000-07:002007-07-17T21:41:47.402-07:00Staff retentionRetaining staff is always challenging as different personalities need different rewards (tangible and or intangible). Lot of times companies choose short term strategies by having pay raises which may contribute in retaining, but others may just need a gesture of appreciation, recognition or career development path to be motivated and passionate about their work. Such rewards always leave a long lasting impact on the employees and does not cost much except for having appropriate HR policies in place.<br /><br />Some specific examples of companies and their attempts to retention in India are mentioned in the article "Golden rules to retain staff".<br /><br />Please check the link for complete information.<br /><br /><a href="http://www.rediff.com/money/2007/apr/11spec.htm">http://www.rediff.com/money/2007/apr/11spec.htm</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-57093561090430734952007-07-08T20:27:00.000-07:002007-07-08T22:56:35.417-07:00Sick-Child day care benefts to employeesAs the workforce demographics re changing at fast pace so are the employers thinking of different ways to support the changing workforce needs. One such benefit is the "Sick-child day care centers".<br /><br /><br /><br />Sick-child day care not only provides relief to working parents but huge pay offs to employers as well. The national Association for Sick Child Daycare (NASCD) estimates that for every dollar invested for such day care for employees, the returns are $ 2.50 in the form of avoided costs for, paid sick leave, lost productivity, temporary staffing services and turnover etc. Looking into the needs of sick children, this facility may not require a huge upfront investment by the employers yet the returns may be huge in terms of both tangible and intangible benefits to both parties.<br /><br /><br /><br />NASCD further says there are sick-child day care centers in 33 states and centers like that need to emerge more as NASCD estimates that every day more than 350,000 children of working parents are ill. Well the number of centers remain small as they can not survive without the support of corporate community. Often employers pay a part of the cost which is not enough to keep it running as the number of sick children coming may vary all the time. When usage drops, corporate community or he center operators must provide the needed financial support to keep it running in the bigger interest of the community.<br /><br /><br /><br />Source: <a href="http://www.shrm.org/hrmagazine/07January">www.shrm.org/hrmagazine/07January</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-21936779047467756982007-07-01T22:20:00.000-07:002007-07-01T22:45:19.051-07:00Employee retentionThe previous post emphasized the role of good cmmunication channels. Yet another compelling reason for having strong communication networks is employee retention.<br /><br />With the changing work culture in almost all expanding companies, "teamwork" can never be less emphasised. If employees have to work in teams all the time, they long for teams that are coherent, cooperative and in thier comfort zone. Developing informal networks is one way to achieve that teamspirit and belongingness. The least a manager of a group or team lead can do is initiate and encourage such healthy and productive informal networks. Managers/Leaders can always tap into such networks as soon as they fear turnover by good talented employees. Further, to enable talented employees resist pressure from headhunters, they need to have built in trust in their employers. And communication can lay strong foundation for an ever lasting and enduring relationship between the employee and employer.Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com0tag:blogger.com,1999:blog-5820156560789952902.post-35623895998447495672007-06-24T16:20:00.000-07:002007-06-24T16:35:34.721-07:00HR in Strategic planning & ExecutionHR was primarily veiwed as a support function in the past decades. Not very recently was it recognized more than as a supportive dept. for a company. Most of stratgic planning for human capital is done by the HR now and yet very low percent of companies are successful in executing the plans.<br /><br /><br /><br />Wonder whats missing between the planning stage to the execution stage. A lot of companies find communication gaps between the HR and the business groups as one of the major hurdles in the execution of strategies.<br /><br />A recent article in the SHRM newsletter highlights four most commonly used strategy execution methods as<br /><br />Aligning strategy with the corporate vision/mission statement.<br />Aligning organizational goals with strategy.<br />Aligning business units’ goals with organizational goals.<br />Aligning business units with strategy.<br /><br /><br /><br />For more information, please refer to the link below<br /><br /><br /><br /><a href="http://www.shrm.org/metrics/library_published/nonIC/CMS_021852.asp#TopOfPage">http://www.shrm.org/metrics/library_published/nonIC/CMS_021852.asp#TopOfPage</a>Sailajahttp://www.blogger.com/profile/07144461629906118077noreply@blogger.com3