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HR 90 day plan
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Posted about 1 month ago Hi there, I've been at a director level in HR for more than 10 years, starting HR dpeartments from the ground up three times, so this should be relatively simple for me, but I need some help! I'm between opportunities right now, as my former company filed Chapter 7 and closed, so I was on a interview last week and it went well...tonight, the President sent me an email asking me to create a 90 day plan. Now, if I knew more about what the company had in place (this is a newly created HRD role that I'm applying for) this would be fairly easy, but I'm going in BLIND... Can anyone help with me a basic 90 day plan of action when you aren't sure what's in place, what's good, what's bad, etc??? OH YEAH - he wants this submitted by Monday :-) Thanks so much! Gabrielle |
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| Posted about 1 month ago I do not know if this will help you but...I would start form an operational perspective of the business and start first with; 1-30 days: 1. Observation: meet greet…learn what the business does (how they make money) Where have they been? Where are they going? Where do they want to go? 2. Are the HR initiatives aligned to enable the business to meet it business objectives? 3. How does the current HR organization work and how is it structures? 4. Perform needs analysis for HR development. 30-60 Days: 1. Perform HR audit to learn how effective the HR group is for the Business. 2.Do SWOT analysis and define goals. Gather input from business owners and stake holders including the HR practitioners. 3. Define Budget. 60-90 Days: Define Long-term objectives. Define Structure changes if needed in the HR group. Define short-term goals and action plans. I know this is simple format but may give you things to consider. In addition here is and article from HRBLR you may find interesting. The strategic management team of most companies consists of senior executives from key business areas such as finance, operations, and sales. These are the senior executives generally considered to be most familiar with the inner workings of a company and its customers and, as such, have the ear of the president and/or chief executive officer. However, the senior managers in charge of a company's most expensive asset, its employees, are often overlooked on the strategic management team. Human resources managers must think strategically and demonstrate how focusing on staffing and talent needs is critical to the company's ability to achieve its strategic objectives. Human resources has long been viewed as a service-delivery function. Services included recruiting employees, administering payroll and benefits, recordkeeping, legal compliance, and handling other employee-related matters. In fact, these services are time-intensive and traditionally it was difficult for human resources professionals to focus on strategic goals and objectives at the organizationwide level. However, as outsourcing of the service functions becomes more popular, human resources professionals will need to transform their thinking and focus on how human capital strategies can be incorporated into the long-term goals and objectives of the company. As companies face labor shortages and the retirement of the baby boomers over the next 10 to 15 years, the human resources professionals must make sure the company has the talent it needs to meet strategic goals. This means understanding goals and objectives, and then putting in place the strategies to attract, hire, train, and retain employees with the skills and experience the company needs.
Understand the business and learn the language. Making the transition to strategic business partner requires that the human resources professional understand the business. Who are the customers? What are the products or services offered by the company? What is the company's strategy; e.g., high-end or discount; targeting individual customers or corporate customers? How does the company measure success? What are the key financial measures tracked by the company? Who are the company's key competitors and how does the company stack up? In order to be considered part of the strategic management team, the human resources professional must understand the business, the key financial indicators, and use the same language as the business partners. Align the human resources department with strategic goals and business objectives. In order to move human resources away from being strictly a service organization to being a strategic business partner, the department must align its goals and objectives with those of the company. Basic services must be provided competently and efficiently, making use of technology. This creates an opportunity for human resources professionals to focus on how they can help the company achieve short- and long-term goals related to sales growth, new products and services, new technology, etc. A good starting point for setting goals and objectives is to carefully review how the human resources department is functioning and to identify areas where things could be done more efficiently, better, or perhaps not need to be done at all. A thorough audit of the human resources function can provide valuable information. In addition to looking at how the department functions, it is a good idea to consider how the department is viewed by managers, employees, and even prospective employees.
Once there is an understanding of the business, the long-term goals and objectives of the company, and what the department is currently doing, it is time to take a step back and develop a mission statement, goals, and objectives for the human resources department. These should be aligned with the mission statement, goals, and objectives of the company, and move the human resources department into the role of a strategic partner. In addition, it is important to communicate the goals and objectives to each member of the department so that they understand their role in achieving them. Evaluate human resources professionals on work toward strategic goals and objectives. Critically important to the success of any initiative is to link employee performance with achieving the goals and objectives. Employees throughout the department must understand the mission statement, goals, and objectives, as well as their role in making them a reality. Branding. One objective for the human resources department should relate to marketing itself as a strategic business partner. How should employees, managers, prospective employees, customers, and competitors view the human resources function? Marketing the department as a strategic partner includes demonstrating problem-solving skills, being solutions-oriented, and adaptable. It also requires that interactions with members of the human resources department be positive. Succession planning as a key strategic objective. One of the key functions of human resources is staffing, including recruiting, hiring, training, and retaining employees. Over the next 10 to 15 years, the federal Bureau of Labor Statistics projects labor shortages particularly in light of the retiring baby boomers' exodus from the workforce during this period. Therefore, one of the key areas where human resources must assume a strategic rule is planning to meet the future talent needs of the company. Developing a succession plan is one way in which the human resources professional can assume the role of a strategic business partner. There is a detailed discussion of succession planning.
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