present culture is and what it should become.
Future strategy
Against this background, it is necessary to build on the steps already taken
by:
adopting a systematic approach to the achievement of culture change,
bearing in mind that this can be a long haul because it involves
changing behaviour and attitudes at all levels and is difficult if not
impossible to attain simply by managerial dictation;
developing an HR strategy which, as a declaration of intent, will provide
a framework for the development of HR processes and procedures that
address the issues referred to above; this involves:
o strategic integration, matching HR policies and practices to the
business strategy,
o a coherent approach to the development of these processes so
that HR activities are interrelated and mutually reinforcing,
o a planned approach, but one that is not bureaucratic,
o an emphasis on the needs to achieve flexibility, quality and cost-
effectiveness in the delivery of HR services;
focusing on the activities that will not only deal with the HR issues but
will also help to achieve culture change, namely:
resourcing: deciding what sort of people are required and ensuring that
they are available,
human resource development: identifying the skills required, auditing
the skills available, taking' steps to match skills to present and future
business requirements and initiating processes for enhancing
organizational and individual learning related to business needs,
reward: using reward processes to ensure that people are valued
according to their contribution and to convey messages about the
behaviour, capabilities and results expected of them,