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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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Let’s consider some obstacles that hinder the implementation
of HR-strategies and ways to overcome them.
The obstacles encountered in the implementation of HR-strategies
when attempting to implement strategic initiatives are often associated
with the lack of understanding of the strategic needs of the organization,
resulting in the fact that strategic initiatives appear to be inappropriate or
even falling productivity. This problem is exacerbated, if not assessed
environmental and cultural factors influencing the nature of the strategy.
Poorly designed initiative due to the poor analysis of the best practical
solutions do not meet the requirements of the organization, and therefore
do not work.
The implementation is also difficult, if the organization follows
one initiative, without considering its impact on other practical steps in
the field of human resources and trying to apply a consistent holistic approach. It is difficult to achieve anything, if all those concerned by the
new initiatives, and especially senior executives, do not take them.
A major obstacle is reluctance of managers to perceive the new initiatives as their own or develop the skills they need to perform their role in
their implementation.
To overcome these obstacles it is necessary to:
1. Conduct a thorough initial analysis. The needs of the enterprise,
corporate culture, and factors of external and internal environment
should be initially analyzed. The basis can be a SWOT-analysis of
strengths, weaknesses, opportunities and threats facing the organization,
or the PESTLE-analysis (political, economic, social, technological and
legal environment within which the organization works).
2. Formulate the strategy. The wording should logically justify the
strategy and to disclose its objectives, cost and benefits.
3. Get support. Some particular attention should be paid to obtain
support from senior management (it is necessary to prepare arguments
that could convince them), managers, employees and trade unions.
It means the extending of the intentions and their rationale and the participation in formulating the strategic plan.
4. Rate obstacles. It is necessary to evaluate the potential obstacles
to implementation, particularly those associated with indifference and
hostile perceptions (resistance to change) and lack of supportive resources. If you can not confidently say that this initiative will be supported adequately and including the necessary resources, it is better to
wait for its implementation.
151
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152
5. Prepare action plans. These plans should clearly show what
should be done, who should do it, and when it should be completed. It is
desirable to have some preliminary plan, showing stages of implementation, necessary for each of them, and the timing of each stage and the
overall program. The action plan should summarize the program, which
could include: consultation, participation, information dissemination and
training. It should specify how progress will be monitored, and specify
the criteria for measuring progress.
6. Manage the implementation. This step must be implemented,
following the preliminary plan or a plan of action. It includes the monitoring of progress and resolving the appearing problems.
7. Consider the follow-up and evaluation. Nothing can be taken on
faith. It is necessary to track and evaluate the results of each initiative.
This can be achieved with the help of interviews, research focus groups
and, preferably, through the research relationship. The assessment
should indicate the way forward in the form of correction of the initial
proposals for auxiliary processes, further support by the office management, enhance communication and training, as well as meet the needs
for additional resources.
4.2. A COMPREHENSIVE ASSESSMENT OF THE EFFECTIVENESS
OF PERSONNEL DECISIONS IN THE SYSTEM OF STRATEGIC
The outcome of the analysis of any process is the assessment of its
effectiveness. This fully applies to the process of making personnel decisions in the strategic management of human resources. This can be
a total assessment or assessment of components, functional activities (recruitment, training, compensation, etc.). In any case it is fundamentally
important to use the comprehensive approach that builds on account of
economic, social factors, that is not only an increase in productivity,
quality of goods and services but also the quality of work life of employees, respect for their social rights and guarantees.
It is important both for operational and strategic management human resources. At the same time strategic management implies some
possible risks or loss of profits with a negative value because of the large
time lag.
HUMAN RESOURCES MANAGEMENT
153
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Estimation of staffing decisions is carried out by various groups of
subjects (pict. 4.1).
Shareholders
Customers
Pict. 4.1. The assessment subjects of staffing decisions
HR specialists
Assessment
(parties in-
volved)
Other
stakeholders
Line
managers
Employees
Independent
experts
From the standpoint of an integrated approach estimation of personnel decisions are subject to the results of the analysis of economic and social processes. Moreover, each of them has its own specific assessments,
the ability or inability to use quantitative and qualitative indicators. So,
without any difficulties the effectiveness of personnel decisions can be
quantitatively assessed with the help of many economic indicators –
productivity, profit and share of goods produced or services rendered
in the market for goods and services, loss of working time and money
from defective goods, and others.
It is more difficult, and often impossible to assess in quantitative
terms the effectiveness of personnel decisions on social issues – the satisfaction of employees by remuneration, working conditions, possibility
to improve skills, personality development and others. In this case, the
assessment of personnel decisions can be based on an explanation of the
subjective views of workers through questionnaires and interviews.
During strategic human resources management there appears a major difficulty in assessing personnel decisions on social issues because
of long period of time. It seems that a necessary condition for this is to
familiarize workers with the intentions and plans of the organization relating to strategies, policies and practices of recruitment, training, remuneration and to ascertain the views of employees on these issues. In its
turn, the organization is able to anticipate emerging problems in these
areas, and can advance to find approaches to their solution.
155
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156
In assessing the effectiveness of personnel decisions for all objects
(operational, strategic management, as well as functional activities of
personnel services) some uniform criteria can be applied: complexity,
priority, continuity, fairness, democracy.
It seems appropriate to consider the proposals made by several authors summarized the results of assessment of costs and profits
in personnel decisions in the field of functional activities of personnel
services in the form of an integrated system of assessment decisions
(tab. 4.1).
Table 4.1
A summarized evaluation of results and costs of functional
Functional areas
personnel decisions
Results Costs Lost profit
of personnel decisions
Recruitment and selection
Regulation of employment
C
R
r
R
C
e
L
r
L
e
r
e
(including staff reductions)
Training
Other personnel decisions
R
C
t
C
R
o
L
t
L
o
t
o
The results achieved from the implementation of personnel decisions can be expressed in the form of quantitative indicators presented in
monetary terms in the form of income I and the cost of these solutions
O
. To costs there must be added the return of investments in the devel-
c
opment and implementation of solutions RInv, as well as the upkeep of
personnel service of the organization C
.
u
The calculation of these indicators is proposed to make as follows.
1. Income derived from the implementation of personnel
decisions I
. In the capacity of income there may be revenue rates from
r
product sales, profits and other rates of profitability of the enterprise:
I
= Ia – I
r
,
n.a
where I
– income received after the implementation of personnel deci-
a
sions. It is based on the results of the implementation of functional personnel decisions (R
, Re, Rt, Ro), Ia = IRr + Ire + IRt + IRo; I
r
– income
n.a
that would be obtained if the personnel decisions were not implemented.
157
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158
2. Lost profit L. Income decreases the lost profit L with a negative
value. It can be defined on the basis of summation of lost profits due to
the fact that the required functional personnel decisions were not taken,
or some inappropriate staffing decisions were implemented, leading to
negative results:
L = L
+ Le + Lt + Lo.
r
2. Costs associated with the development and implementation of
personnel decisions O
where C
decisions, C
– total costs directly related to the implementation of personnel
s
= Cr + Ce + Ct + Co; Cm – cost of maintaining personnel ser-
s
:
c
O
= Cs + Cm,
c
vice of the company.
3. Return of investment in the development and implementation
of personnel decisions RInv:
RInv = I
Oc.
r
There may also be used some relative factors of personnel actions,
such as, for example, the percentage ratio of benefits to cost, and others.
These rates characterize the overall assessment of the effectiveness
of the personnel decisions implementation in the strategic management
of human resources.
Thus, the assessment of effectiveness of staffing decisions should
be considered as a part of the overall concept of HR management strategies. Only on the basis of objective evaluation of various conditions and
opportunities, you can choose the optimal solution to the problem. The
ignoring of these issues in practice leads to the selection and implementation of inefficient management decisions which negatively affect the
personnel work and economic rates of the organization.
QUESTIONS AND TASK FOR SELF-CHECK
1. What is the main problem of the implementation of human re-
source management strategy?
2. What are the obstacles that hinder the implementation of HR
management strategies?
3. Suggest some activities for the implementation of HR manage-
ment strategies.
159
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160
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