Summarize the strategy of your organization
Talk to your boss and other management team members. The strategy on paper is one; it becomes a lot livelier if people express their most pressing business issues related to the strategy.
Determine required capabilities and culture
Using the results of the previous step, try to capture the capabilities that need to be strengthened and the culture required to implement the strategy. Do not define capabilities too narrowly. They can be leadership, commercial, technical, or organizational capabilities. Once you have your list ready, circle back to your stakeholders and colleagues. Do they agree? Do they have additional thoughts?
Make a (quick-and-dirty) gap analysis
Looking at the determined capabilities and culture, where are the biggest gaps? You can use data available from your employee surveys, assessment centers, and other sources, and you can also talk to people who know your organization well (partners, suppliers). When you are finished, make a list of priorities. Which gap is most urgent to close, and where can you achieve the biggest impact with, preferably, the least effort?
Refresh your insight into global and regional trends in the domain of people and organization
What is happening outside? What are the opportunities and threats? What are other companies doing? Can you try to extrapolate the trends covering the timeframe of the strategic plan?
Talk to your colleagues in other staff departments
Most issues need to be tackled with a multidisciplinary approach. IT and Communications are almost always involved. Also, Legal, Finance, the Strategy team, and others will be able to contribute. Gather their views and see where it makes sense to team up.
Utilize your knowledge of HR
What are the most effective interventions to close the high-priority capability and culture gaps? As an HR professional, you have a broad array of HR interventions at your disposal: Recruitment, Training, Development, Compensation and Benefits, Organizational Design, Talent Management, Performance Management, and so on. It might be as simple as a matrix with the gaps on one axis and the intervention possibilities on the other axis. If you tick all the boxes in the matrix, you do not have a plan. Again, prioritize. What are the interventions where you expect the biggest impact?
Make a planning and cost calculation
This is a clear step that does not need further explanation. Do not forget to clearly assign responsibilities per project. Also, decide how you are going to track progress.
Communicate and discuss your plan
Discuss your draft plan with your management team, your HR team, your external partners, and other stakeholders. Check if you are able to tell a sound story. Make adaptations where necessary. After these eight steps, you are able to start implementation. Keep close track of what is happening inside and outside the organization because your plan will need frequent adaptation.
From India, Delhi
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1Talk to your boss and other management team members. The strategy on paper is one; it becomes a lot livelier if people express their most pressing business issues related to the strategy.
Determine required capabilities and culture
Using the results of the previous step, try to capture the capabilities that need to be strengthened and the culture required to implement the strategy. Do not define capabilities too narrowly. They can be leadership, commercial, technical, or organizational capabilities. Once you have your list ready, circle back to your stakeholders and colleagues. Do they agree? Do they have additional thoughts?
Make a (quick-and-dirty) gap analysis
Looking at the determined capabilities and culture, where are the biggest gaps? You can use data available from your employee surveys, assessment centers, and other sources, and you can also talk to people who know your organization well (partners, suppliers). When you are finished, make a list of priorities. Which gap is most urgent to close, and where can you achieve the biggest impact with, preferably, the least effort?
Refresh your insight into global and regional trends in the domain of people and organization
What is happening outside? What are the opportunities and threats? What are other companies doing? Can you try to extrapolate the trends covering the timeframe of the strategic plan?
Talk to your colleagues in other staff departments
Most issues need to be tackled with a multidisciplinary approach. IT and Communications are almost always involved. Also, Legal, Finance, the Strategy team, and others will be able to contribute. Gather their views and see where it makes sense to team up.
Utilize your knowledge of HR
What are the most effective interventions to close the high-priority capability and culture gaps? As an HR professional, you have a broad array of HR interventions at your disposal: Recruitment, Training, Development, Compensation and Benefits, Organizational Design, Talent Management, Performance Management, and so on. It might be as simple as a matrix with the gaps on one axis and the intervention possibilities on the other axis. If you tick all the boxes in the matrix, you do not have a plan. Again, prioritize. What are the interventions where you expect the biggest impact?
Make a planning and cost calculation
This is a clear step that does not need further explanation. Do not forget to clearly assign responsibilities per project. Also, decide how you are going to track progress.
Communicate and discuss your plan
Discuss your draft plan with your management team, your HR team, your external partners, and other stakeholders. Check if you are able to tell a sound story. Make adaptations where necessary. After these eight steps, you are able to start implementation. Keep close track of what is happening inside and outside the organization because your plan will need frequent adaptation.
From India, Delhi
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1. Summarize the Strategy: Engage with your boss and management team to understand the organization's strategy. Encourage open discussions to identify key business issues related to the strategy for a more comprehensive view.
2. Determine Required Capabilities and Culture: Based on the identified business issues, outline the capabilities and culture needed to support the strategy. Ensure a broad perspective when defining capabilities and seek feedback from stakeholders for validation.
3. Gap Analysis: Conduct a gap analysis to pinpoint the most critical gaps in capabilities and culture. Utilize available data sources and insights from internal and external parties to prioritize gaps that require immediate attention for maximum impact.
4. Stay Informed on Trends: Stay updated on global and regional trends in HR and organizational practices. Identify opportunities and threats that could impact your strategic plan and align your approach accordingly.
5. Collaborate Across Departments: Involve other staff departments like IT, Legal, Finance, and Communications in the strategy development process. Leverage their expertise to address multidisciplinary challenges effectively.
6. Utilize HR Interventions: Leverage HR interventions such as recruitment, training, compensation, and talent management to bridge capability and culture gaps. Prioritize interventions based on their potential impact on closing identified gaps.
7. Planning and Cost Calculation: Develop a detailed plan with clear responsibilities and cost estimates for each project. Establish mechanisms to monitor and track progress effectively throughout the implementation phase.
8. Communicate and Iterate: Share your plan with key stakeholders for feedback and alignment. Ensure the plan tells a coherent story and be open to adjustments based on input received. Continuous monitoring and adaptation are essential for successful implementation.
From India, Gurugram
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2. Determine Required Capabilities and Culture: Based on the identified business issues, outline the capabilities and culture needed to support the strategy. Ensure a broad perspective when defining capabilities and seek feedback from stakeholders for validation.
3. Gap Analysis: Conduct a gap analysis to pinpoint the most critical gaps in capabilities and culture. Utilize available data sources and insights from internal and external parties to prioritize gaps that require immediate attention for maximum impact.
4. Stay Informed on Trends: Stay updated on global and regional trends in HR and organizational practices. Identify opportunities and threats that could impact your strategic plan and align your approach accordingly.
5. Collaborate Across Departments: Involve other staff departments like IT, Legal, Finance, and Communications in the strategy development process. Leverage their expertise to address multidisciplinary challenges effectively.
6. Utilize HR Interventions: Leverage HR interventions such as recruitment, training, compensation, and talent management to bridge capability and culture gaps. Prioritize interventions based on their potential impact on closing identified gaps.
7. Planning and Cost Calculation: Develop a detailed plan with clear responsibilities and cost estimates for each project. Establish mechanisms to monitor and track progress effectively throughout the implementation phase.
8. Communicate and Iterate: Share your plan with key stakeholders for feedback and alignment. Ensure the plan tells a coherent story and be open to adjustments based on input received. Continuous monitoring and adaptation are essential for successful implementation.
From India, Gurugram
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