Four Steps to Building and HR Agenda - （四个步骤构建和人力资源议程-）.pdf

Four Steps to Building an HR Agenda for Growth: HR Strategy Revisited Gregory Kesler Competitive Human Resources Strategies, LLC The article argues that today’s business growth strategies provide a window of opportunity to shape a more meaningful HR agenda, and that a practical but thoughtful approach for tying HR strategy to the growth plans of the company should be pursued jointly by corporate HR teams and their divisional counter-parts, with close involvement of line leaders. A four-step process for creating a strategic HR agenda is outlined and the experiences of various companies are compared. The paper focuses especially on effective practices for working a single HR agenda across multiple divisions of large, diversified companies. Innovations in business strategy, especially in the race to find new sources of growth, have created new pressures to refocus human resources work, roles and priorities. In smaller, entrepreneurial firms the CEO/founder fights a war to attract, retain and motivate bright, young and technically-able people. In large, multi-national companies, the impact of people on the competitiveness of businesses has become increasingly clear, and HR professionals are being asked to help create strategic clarity across the organization. Human resources strategy has evolved through various forms over the past twenty years. Twenty years ago respected companies like IBM, Digital Equipment and Merck Co. pioneered early efforts to create HR strategies, which aimed to tie human resources functional strategies to business priorities. Huselid and Becker (1998) identified a positive relationship between shareholder value and the extent of strategic HR work preformed in 740 firms studied. Ulrich (1997) has written at length about the need to redefine HR roles into strategic partnerships that provide m