HR Strategic Planning & Management

OUR APPROACH

In our experience in working with senior executives, CEOs express remarkably similar views about the human resources function and its effectiveness in the organization:

• HR does not understand the business of the business (i.e. "what we do here").
• HR does not understand or know how to interpret and use financial statements.
• HR is more concerned about policy, regulations, and processes than with business results.
• HR does not set objectives or quantify its contributions using standard business metrics, unlike every other business/resource unit throughout the organization.

HPS understands the frustration of senior executives whose time and attention need to remain focused on driving business results. Development of an effective HR strategic plan begins with an understanding of how the function can not only support, but also lead and sustain, the achievement of key business goals and objectives. This alignment is essential for organizational success, including developing HR metrics to ensure accountability, efficiency and effectiveness (organizational return on investment).

HPS can design and implement a strategic HR plan to ensure compliance with local, state and federal regulations while, most importantly, optimizing the performance of individuals and teams to produce desired business results.

Many small to medium-size organizations do not have a dedicated internal HR function. In these cases we identify, develop and implement effective HR best practices which align and support the achievement of business goals. We may also assist the organization in identifying cost-effective opportunities for outsourcing human resources. The function can then serve to inspire the best and highest potential of employees, teams and the organization.

YOUR RESULTS

Human Resources as an organizational unit is properly aligned and focused on achieving the company's business goals and objectives.

Employees and teams recognize and more fully utilize their strengths as part of a larger organizational strategy aimed at developing a strength-based culture throughout the enterprise.

Human Resources uses time deliberately and effectively. Non-value-added activities (activities other than those directed toward moving the business ahead) are reduced or eliminated entirely.

Routine processes and procedures are automated and can be self-initiated.

Talent retention is improved, particularly among key groups, and the organization becomes an employer of choice, simultaneously enhancing customer, community and employee relations.