A good HR team should be working to support the delivery of business aims. In fact, unless the organisational and HR strategies are properly aligned, business performance could be substantially impaired.
We have developed a research-based, 7–step process for HR strategy formulation which not only ensures great alignment and therefore effectiveness, but actively works to overcome barriers to its success.
What are the common barriers to an HR strategy?
The main barriers to strategic HR are usually line managers:
- suffering work overload and conflicting requirements
- receiving a lack of training due to a desire to implement new initiatives without delay
- failing to engage with the strategy as they don’t see its value
- failing to follow the new initiatives as they wish to retain flexibility
- failing to follow the new initiatives due to a lack of awareness
So how do we overcome barriers to secure HR Strategy success?
Integration with the business strategy
With a well-integrated HR strategy, senior managers are more likely to ‘walk the walk’; role modeling behaviors and practices identified in the HR strategy. This, in itself, can have a powerful influence across the organisation and make success more likely.
To increase the business integration further we suggest the business strategy should be developed in tandem with the people strategy, or that HR is included along with other priorities such as financial strategies and marketing strategies. It is increasingly common for HR to have a seat on management boards. Where this is the case integration is usually high, and the strategy is more successful, rather than watered down where it is formulated ‘downstream’ from key business decisions.
Sharing benefits
One key point which increases support is sharing the ‘why’. Line managers are more likely to be a barrier if they are not fully convinced that an initiative will benefit the organisation or themselves at an acceptable cost (time or money).
Effective involvement and communication
Effective consultation with managers during the research and development stages of the HR strategy formulation is key. We can build further on this by effective communication of the strategy during its implementation. Involvement at these key steps of the strategy development are vital to overcome several barriers.
Devolved HR
Where HR functions are devolved to line managers there is also more success – perhaps because when line managers are responsible for certain people management tasks these activities are more likely to be linked together and line managers feel a greater sense of ownership.
In an ideal world HR strategy would be developed hand in had with the business strategy, for maximum effect and impact on business goals. If HR practitioners don’t have that prized seat on the board they should seek to involve business leaders and line managers throughout the strategy development and implementation to be sure they strategies are well integrated and that they have maximum engagement from people managers across the business.
If you missed out HR Strategy training, catch the live recording here.
Get in touch to find out how we can help you create an aligned and successful HR strategy supporting your business through effective people management and development.