- An organization’s Strategy specifies the source of competitive advantage for the organization and how the company will differentiate itself in the marketplace.
- The strategy delineates which products and markets the company will pursue and those it will NOT pursue. Strategy defines the company’s value proposition.
- Strategy encompasses Vision and direction but it is not a statement of objectives which may be part of the execution of the Strategy.
- What is the Company’s unique formula for success?
- How is value created?
- What capabilities, organizational and human, are required to achieve this success?
- What are the inevitable trade-offs that have to be made organizationally to support activities necessary for achievement of the strategy?
- How will the HR Strategy support the business strategy?
- Internal project to find out what the best managers at Google do to have high-performing teams.
- Based on more than 10,000 observations about managers – across more than 100 variables, from various performance reviews, feedback surveys and other reports.
- They then looked for some preliminary patterns in the data and formed hypotheses.
- Next, they gathered additional data by systematically interviewing managers to test these hypotheses.
- Finally, they analyzed these data and drew conclusions. The conclusions were summarized in ‘Google’s Rules’ which consists of a set of eight good behaviors which are operationalized in behavioral terms and three pitfalls of managers.
Google’s Project Oxygen
8 good behaviors of managers
- Be a Coach
- Give specific and constructive feedback on performance, with a balance between the good and the bad.
- Have regular individual meetings with those you manage, identifying how employees’ can progress based on their strengths.
- Empowerment and Being There
- Avoid micromanaging but be available for advice.
- Provide freedom and stretch assignments to help your group tackle big stuff.
- Be Interested in your Employees
- Show you care about people’s success and well-being.
- Know what their whole lives consist of, not just their work lives.
- Focus on integrating new team members well.
4. Be the Grown-up (or, as Google put it, “Don’t be a sissy”)
• Be productive and results-oriented.
5. Listen and Communicate
• Listen to your team members and share information with them.
• Hold team meetings; be clear about messages and the goals of the team.
• Don’t hide the ball but connect dots for your team.
• Encourage open dialogue and listen to your employees’ concerns and issues.
6. Career Development
• Help your people develop their careers.
• Have a clear vision and strategy for your team and keep the team focused on goals and strategy.
• Involve the team in setting the vision, the evolution of the vision and the progression towards it.
8. Technical Chops
• Understand the specific challenges your employees face.
• When needed, roll up your sleeves and work side by side with the team.
• 3 pitfalls of managers:
1. Have trouble making a transition to the team
• Sometimes fantastic individual contributors are promoted to managers without the necessary skills to lead people.
• People hired from outside the organization don’t always understand the unique aspects of managing at your organization.
2. Lack a consistent approach to performance management and career development
• Don’t help employees understand how these work in the organization and doesn’t coach them on their options to develop and stretch.
• Not proactive, waits for the employee to come to them.
3. Spend too little time managing and communicating
The Sustainable Management Organization Approach:
• SMOs place an increased emphasis on Identity, which is part brand promise, part culture, part reputation, and part values.
• SMOs create value in three domains: People, Planet and Profit.
• Recognizing rapidly changing business environments and the need for adaptability, SMOs seek a series of momentary advantages.
• In SMOs the process of “futuring” is a complement to the definition of a robust strategy.
There are four human resource strategies commonly used by organizations characterized by the following employee types:
1. Bargain Laborer: “job based”, “productivity”
Emphasis on efficiency pattern of buying talent
2. Loyal Soldier: “knowledge based”, “commitment”
Emphasis on efficiency pattern of making talent
3. Committed Expert: “partner”, “collaboration”
Emphasis on distinctiveness pattern of making talent
4. Free Agent: “contract based”, “compliance and performance”
Emphasis on distinctiveness pattern of buying talent
Alignment of HR and Business Strategy:
• Successful Organizations are likely to have human resource practices / organizations that fit with their competitive business strategies.
• Research suggests that organizations with a cost leadership competitive strategy excel when they follow a Loyal Soldier HR strategy.
• Organizations with a differentiation competitive strategy excel when they use a Committed Expert strategy.
• Sustainable Management Organizations (SMO) are replacing CCOs demonstrating agility, adaptability and innovation. A Free Agent strategy supports this approach.