Developing an Effective HR Strategy
2 February 2012
Who is it for?
HR directors and senior HR professionals involved in developing, implementing and evaluating strategy.
The importance of a clear and compelling strategy is a well-chronicled topic. HR’s role in formulating and implementing strategy depends on circumstance, history and capability. This will be a very practical session based not on the debate as to whether HR should be involved in strategy formulation but on the practicalities of ‘how’ and ‘what’. The meeting will embrace business strategy formulation, HR’s role and its subsequent responsibilities. The workshop will be led by Pat Wright with three supporting case studies.
The report and workshop will build on the topics explored by Marcus Alexander in his session ‘Business Strategy and Common Sense’ at CRF’s Budapest conference in October 2010, and consider how these apply to HR. The report will explore the following issues.
- What is strategy and how do organisations develop it?
- What role does HR have in developing business strategy? What skills and knowledge does HR need to contribute?
- What happens once business strategy has been developed? How does HR put this into practice?
- What are the strategic levers that HR can pull when engaged in implementation?
- How is strategy evaluated and what is HR’s role in evaluation?
The report and workshop will review the latest thinking on this topic and include in-depth case studies exploring how organisations differ in their approach to strategy development and implementation, and why. A practical model will be developed based on the key elements of the debate.
Gillian Pillans has worked as a senior HR practitioner and OD specialist for a number of organisations including Swiss Re, Vodafone and BAA. Prior to her HR career, she was a management consultant with Deloitte Consulting. She is also a qualified solicitor and has recently advised on several high value discrimination claims.