Most organisations have a well-established rhythm to people activity: a tried-and-tested recruitment model, cyclical activity to manage performance and promotions, and a core L&D / management development portfolio. A change in organisational direction, strategy or priorities means a different business outcome is required, but this is not always accompanied by a review and realignment of the people strategy needed to support this.
The priorities of the organisation have changed, but what (if anything) should this mean for the people strategy or HR function? Do you require different skills? Are your senior leadership and their teams clear on what they should do, or how they should behave, differently? Should you hire people for different skills to drive the change? How will you bring people with you? Are you clear on the culture you want, what has the biggest impact on culture, and how you will measure the change? How far should the HR function adjust and realign to reflect the different direction (or structure) of the organisation?
A change in organisational priorities or direction isn’t always accompanied by a review of people strategy. We help clients understand and define the new skills needed to deliver the strategy, and measure the organisational capability (and gap). We can help ensure that performance management and other key levers help reinforce the change, and we track employee attitudes and shifts in organisational culture.
We help clients ensure that a shift in the focus of the organisation – evolution of strategy, crisis or turnaround, new market entry – is accompanied by a review and adjustment to the hiring, development and management of their employees. This alignment – of the workforce and the function, HR, that has the biggest impact on their effectiveness – is key to the organisation’s success in realising its new ambitions.