Strategy & Execution
An HR strategy is a plan for aligning human capital investments with business needs. It shapes the character and direction of HR management activities to focus on supporting what the company is trying to accomplish. The HR strategy sets the direction for all the key areas of HR, including hiring, performance appraisal, development, and compensation.
According to Human Capital Builders, an HR strategy is always in response to what has been articulated in the business strategy. The HR strategy clarifies how HR will contribute to achieving the business objectives and helps to guide all HR activities. Human Capital Builders helps in building HR strategies, including an outlook of three to five years, helping allocate in the deployment and allocation of organizational resources (i.e. money, time, personnel), maturity assessments of your HR organization including a plan for building the capabilities for the future.
Based on a HR strategy framework we structure developing your HR plan and guiding the implementation. In three phases – Defining human capital value, Aligning HR products and services, and Delivering value – we help HR leaders systematically define their HR strategy.
Context
After conducting a performance review, the organization found that the HR department was not meeting the expected standards and lacked adequate internal collaboration.
As a result, we were tasked with simplifying processes, addressing bottlenecks, and restructuring the HR department to improve focus, collaboration and decision-making.
The goal was to create a more efficient and effective organizational design that could be successfully implemented.
Approach
We started by involving key regional stakeholders to discuss the most significant areas for change and identify major obstacles and issues.
Our project team then developed options and guided the HR team through a structured process to choose the changes and outline the resulting design and governance.
We detailed the selected designs for various timeframes. In the second phase, we supervised the implementation plans via specific workstreams.
We developed and transformed the HR function into a value-add unit for a B2B food company in the North European region, with 13 entities, five countries, and 4,000 employees. I led the transformation by crafting the plan and implementing the change with the HR team.
Based on a maturity assessment, we rapidly identified improvements to the existing HR strategy and organizational setup (structures, systems and people). After consultation with the different stakeholders we implement the plans, including running the transformation.
Building a new HR strategy for the region of North Europe and a new HR target operating model, including an execution plan
Service: HR Strategy and execution
Sector: Food