Keeping people first is one of the most significantaspectsof an organization’s success. Traditionally, the companies used to focus on channelizing financial capital and other resources to acquire opportunities. But today, the talent managers are given the utmost importance to formulate powerful strategies to reallocate human resources into high-value areas. The idea for developing such solutions is to result in effectiveness and efficiency that brings companies closer to their talent and keeps them in the forefront to achieve better results.

Executing effective HR strategies is not a seasonal exercise. Companies need to understand that reallocating talent into high-value areas is a never-ending process. It is difficult to determine the contribution of an HR manager in business success. Additionally, with the pandemic transforming the way employees work, it has alsobecome challenging for HR managers to optimise the talent.  With a thoughtfully articulatedthree-step approach, it is easy to execute an HR strategythat delivers capabilities to create a high-value business.

Understanding business to create value

The first step to creating value is to understand the goals, targets, and drivers of the business. It is imperative to define and understand the business value with a clear insight into how the organization creates value. To execute an effective business strategy, people need to understand the market trends, and forces to identify its impact on HR strategy. Likewise, there is a substantial need to define and understand the impact of HR strategy on business goals. It is the best way to optimise talent and reaping the benefit out of it.

The approach focuses on translating the organization’s business strategy into a powerful actionable HR strategy. Begin with creating a detailed roadmap indicating how organizations can address obstacles and achieve better results by channelizing the human capital. It must cover a wide range of important issues including guidelines for retaining and identifying new talent, understanding critical roles and skills to channelize the talent for achieving great results, and sustaining the culture of creating high-value. Additionally, the HR managers and team leaders need to be adaptive while aligning the strategies as it would attract a huge influx of cultural diversity. 

Identify critical roles and match the talent

Tracking the talent to identify the most important roles is critical for every organization. It is considered as one of the most crucial steps in matching talent with the right role. Creating value through talent is majorly about managing the people across levels to deliver results. Usually, employers make a huge mistake by identifying the roles in terms of hierarchy. However, the role clarity is predominantly measured by analysing the overall organization’s performance and health in the market. It starts with defining and determining which segment of human capital is capable of delivering what that could further lead to achieving targeted results.

Once the HR team attains clarity in identifying roles, the organization reviews the HR policies and initiatives to realign them with the defined business strategy. Initially, a thorough assessment of roles should be considered rather than evaluating the people’s performance to identify the top performers. This begins with finding out where the actual potential is and the skills that are required to realize the value.

Manage and deliver value

Creating value through talent critically depends on the appropriate delivery model of HR strategies that can drive business success. Matching the talent to create value is not a one-time process. It continues even after that. To manage performance, the HR managers are ending the programs of performance review and evaluation that used to take place once a year. They are deploying tools and critical metrics to evaluate the performance on a real-time basis.

The HR team is adopting the culture of meeting the business leadership on a frequent basis and working alongside them. It helps in understanding the market trends, people’s performance – whether they are delivering the expected value or programs required to hone up any specific skill of an individual. This step also involves maintaining a dashboard with relevant metrics and data to track the progress of the talent.

The three-step approach works with any kind of organizational structure. It makes leadership understand that having talented people is not enough to create business value. Channelizing their skills and putting them in the right roles is critically important. Furthermore, effectively aligning the capabilities of HR managers and people with business strategy has now become a proactive process to back the organization in hitting goals and become a market leader.

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