HR Strategies & Tactics: Leveraging Workforce Talent for Success

This quote means that companies struggle and deploy the most valuable resources, which include workforce talents. Talent development and management are highly dependent on the complex role of identification, attraction, development, and deployment of personnel. It is a great contributor to organizational success.

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What has your experience been regarding HR's focus on strategy vs. tactics?

Over time, I have learned that HR needs both HR strategies as well as tactics. If the HR only focuses on tactical procedures such as payroll and time attendance, the organization misses the HR strategy benefits like increased productivity and high employee satisfaction over the years. I have learnt that HR strategies are helpful in transforming HR departments from mere service groups to valuable teams across the company. The HR's should, therefore, focus on both strategy and tactics; they are a necessity if a Company has to explore its full potential. The tactical HR should, however, precede HR strategy as it has fundamental things that make hiring, training, paying, and managing employees possible. The HR strategy should then follow as it deals with future and value-focused tasks like improving the productivity of employees, talent retention, and leadership succession plans.

Have you seen more of a focus on transactions or transformation?

I have seen more focus on transformation rather than transactions. The HR transformed majorly focuses on ensuring that the already existing human resource services are more compliant, effective, and efficient. It seems that it was presumed that the HRs were acting as they should, and all that needed to be done was ensuring the tasks are cheaper, faster, and more efficient.

Do you think most HR departments are viewed as business partners or administrators? Why?

I think most of the HR departments are seen as business partners. This is due to the nature of their roles. For instance, the departments are involved in ensuring that the HR procedures and policies fit applied in the organization suit the aims, objectives, and needs of the leaders as well as the entire organization. The HR departments, therefore, give minimal attention to managerial, compliance, and administrative roles. The roles played by HR departments appear as more of partnering than administering.

What HR models would you suggest being revised at your current or a previous employer to better align with the business?

The HR model that I would suggest to be changed by my former Employer is the Human Resource Value-chain Advanced model. It defines the performance of the company in balanced scorecards. It shows critical performances ranging from financial views, customer views, and procedural perspectives. The three aspects are incorporated into HR value chains.

The model also begins with a total of HR enablers who are essential in HR business operations. The operations include potential professionals, budgets, human resource systems, and other issues. For active service of the value chain, all the enablers must be present. The model, however, needs to be revised because if there is a lower budget, or insufficient professionals, or outdated systems, the HR becomes less effective. This hinders the HR from attaining the intended business outcomes. The model should also be adjusted because it does not focus on employees who are also significant contributors to organizational success.

As an employee, what was the impact on the business of the existing HR model, and what benefits do you perceive for changing the HR process?

The existing model was beneficial because it defined the performance of the company regarding customers, financial, and procedural aspects. It will, however, have more benefits if it is changed because it will include the welfare of employees, making them more productive. Besides, the changes will ensure that HR remains efficient, attaining its goals even when there is a lesser budget.