However, there is no standard model; it all depends on the
circumstances of the organization. Here is how a large voluntary
organization set out its approach to developing HR strategies.H R Strategic Review
A major strategic review has taken place and a new Chief Executive and other
members of the senior management team have been appointed within the last
two years. In essence, the review led to a business strategy which:
redefined the purpose of the organization;
emphasized that the core purpose will continue to be given absolute
priority;
set out the need to secure the future of activities outside its core
purpose and importantly,
made proposals designed to shape and secure the financial future.
HR issues emerging from the strategic review
The key HR issues emerging from the strategic review are that:
Effectively, it declares an intention to transform the organization.
This involves major cultural changes, for example:
o some change in the focus to activities other than the core
activity;
o a move away from a paternalistic, command-and-control
organization;
o introducing processes that enable the organization to operate
more flexibly;
o clarifying expectations, but simultaneously gaining commitment
to managing and carrying out activities on the basis of increased
self regulation and decision-making at operational level rather
than pressures or instructions from above;
o more emphasis on managerial as distinct from technical skills for
managers;