How do you evaluate and update your HR strategy periodically?

I agree with assessing the current state of your HR practices, although I believe you need to start with the overall alignment of the company's strategy with its purpose. HR practices are usually not effective because: a) There is no clear understanding of how the company's strategy is serving its purpose; b) the operating model works against the strategy; and c) leaders across the organization have trouble reconciling the first two points with what the company usually asks from them: financial results. HR practices are usually trying to fix symptoms, my suggestion is: go to the root, make sure you have your purpose-strategy-operating model-leadership aligned, then assess your HR practices against the 'should-be' instead of the 'as-is'.

When writing the people strategy should be really clear on 'whats the problem youre trying to fix?'. When reviewing the success.of the strategy, you can ask 'has the problem been fixed'

Start by defining clear metrics and key performance indicators (KPIs) aligned with organizational goals. Regularly collect and analyze data on HR initiatives and outcomes to assess effectiveness. Solicit feedback from employees, managers, and stakeholders to gauge satisfaction and identify areas for improvement. Conduct benchmarking against industry best practices and trends. Based on findings, refine objectives, strategies, and action plans as needed to ensure continued alignment with organizational priorities and evolving business needs. Finally, communicate updates transparently and engage stakeholders in the process to foster ownership and support for the revised HR strategy.

You can assess your current state to evaluate and update your HR strategy periodically with below steps: - Review your current HR policies, processes, and practices to identify strengths, weaknesses, and areas for improvement. - Collect input from employees through surveys, focus groups, and one-on-one interviews to understand their perspectives on the effectiveness of your HR strategy. - Examine key HR metrics, such as employee engagement, turnover rates, and time-to-hire, to identify trends and areas that require attention. - Compare your HR strategy and outcomes against those of industry leaders and best practices to identify opportunities for improvement and innovation.

Je suis en phase avec les contributions précédentes : alignement de la stratégie d'entreprise avec celle RH, pilotage des KPI puis analyse. A mon sens, l'ajustement de la stratégie RH globale ne doit pas être révisé en profondeur avant 3 ans.

Beyond your own business, it is also good to benchmark your HR practices to leading practice outside of the organization. This helps to understand whether the practices, especially employee-focused practices, are in line with how the market is evolving and developing the science. There are various bodies in the public domain that can be helpful in these areas, and provides an objective perspective of how well HR is really doing.

It's also critically important to make sure you are aligning your people strategies to your business strategies. One way to do this is through the a competency framework that can serve as the foundation for all of your HR processes. A solid competency framework will define the critical skills and behaviors needed to be successful in different functions throughout the organization. These competencies can be used to assess candidates, measure performance, provide input into development needs, help identify high-potentials, and so much more.

Build a healthy and sustainable people ecosystem. Quick assessment: Healthy: we have an environment that protects people's mental and physical well being. We're designing a natural system, not an efficient machine. Sustainable: we balance short term performance with long term purpose. People and profit are not mutually exclusive, because we take the long view. People: we add diverse, competent and passionate participants to our ecosystem. We create a place that everyone feels like they are thriving, not just surviving. Ecosystem: we build networks of relationships that foster collaboration, increase agility and make us resilient. We protect our ecosystem from invasive "species" that can create a toxic culture and destroy value.

You can define your desired state to evaluate and update your HR strategy periodically with below steps: - Ensure your desired HR strategy aligns with the organization's overall goals and priorities, supporting the achievement of business outcomes. - Design your desired HR strategy with a strong emphasis on creating a positive and engaging employee experience that attracts, retains, and motivates top talent. - Consider emerging trends and challenges in the HR landscape, such as the impact of technology, changing workforce demographics, and evolving employee expectations. - Define clear, measurable goals and key performance indicators (KPIs) that will help you track progress and assess the effectiveness of your HR strategy.

Una vez realizado el diagnóstico de consistencia de propósito, el siguiente paso el el due diligence de valores y cultura. Para luego validar que el propósito de la organización ha sido realmente descubierto. En este punto empiezan los gaps y planes de acción para cerrarlas, mitigarlas u otro, de acuerdo a su urgencia , riesgo y prioridad de negocio.

El análisis de gaps si se hace solo con foco en HR sin pensar en el negocio tendrá un impacto a nivel de división de HR y no de cultura organizacional. Es vital plantear estos análisis con las cabezas de cada área e invitarlos a pensar fuera de la caja. Al final del día HR es un habilitador para que las cosas sucedan a través del liderazgo de los Gerentes y Directivos.

Some ways to identify the gaps and root causes to evaluate and update your HR strategy periodically with below steps: - Compare your current state assessment with your desired state to identify gaps in your HR strategy, policies, and practices. - Rank the identified gaps based on their potential impact on employee engagement, productivity, and business outcomes. - Delve deeper into the prioritized gaps to uncover the underlying causes, using techniques such as root cause analysis and fishbone diagrams. - Collaborate with key stakeholders, including HR professionals, managers, and employees, to validate the identified gaps and root causes and gain their insights and perspectives.

Una parte fundamental de los planes de acción es el “anclaje del propósito a la estrategia de Marca y Recursos Humanos” porqué Marca? Porque es el activo intangible más importante de una organización de cara a sus grupos de interés. Planes sin tener en cuenta al propósito en el centro, serán cortos y sin el impacto deseado.

You can develop your action plan to evaluate and update your HR strategy periodically with below steps: - Define specific actions: Outline specific actions and initiatives that will help you bridge the identified gaps and move closer to your desired state. - Assign responsibilities: Allocate clear roles and responsibilities to HR professionals, managers, and employees involved in implementing the action plan. - Establish timelines: Set realistic timelines for each action item, considering dependencies and potential obstacles. - Allocate resources: Ensure adequate resources, including budget, technology, and support, are available to successfully implement the action plan.

My two cents here is that a strategy is not a plan, and a plan is not a strategy. These two have been notoriously conflated into becoming one and the same. Whilst SWOT analyses and understanding of gaps and root causes are useful, they are only the starting point to an HR strategy. It is then about using the information that you now have to generate a point of view on how you are going to "win in the market" - that is, the labour market and the business market. This should be driven from an outside-in perspective, understanding the PESTLE landscape, as opposed to starting from within the organisation.

Pasos para una exitosa implementación de estrategia de HR: 1. Alineamiento de las promesas de marca y comunicaciones. 2. Entrenamiento de habilidades gerenciales para bajar el propósito y por ende la estrategia.

You can implement your action plan to evaluate and update your HR strategy periodically with below steps: Communicate the plan: Clearly communicate the action plan to all stakeholders, outlining the objectives, timelines, and expected outcomes. Provide training and support: Offer training and support to HR professionals, managers, and employees to ensure they have the necessary skills and knowledge to implement the action plan effectively. Monitor progress: Regularly track progress against the established timelines and KPIs, making adjustments as needed to ensure successful implementation. Celebrate successes: Recognize and celebrate milestones and achievements throughout the implementation process to maintain momentum and engagement.

Some ways to evaluate your results and update your HR strategy are: - Evaluate the effectiveness of your action plan by measuring progress against the established KPIs and assessing its impact on employee engagement, productivity, and business outcomes. - Collect feedback from stakeholders, including HR professionals, managers, and employees, to understand their perceptions of the effectiveness of the updated HR strategy. - Analyze the results and feedback to identify areas where further refinement or enhancement of your HR strategy may be needed. - Establish a regular cadence for reviewing and updating your HR strategy to ensure it remains relevant, effective, and aligned with the organization's evolving needs and priorities.

Continuous reassessment of the effectiveness of strategies is critical for the rapid adaptations required in today’s work of HR and work. As there are many dynamics happening outside the walls of a business that are out of the businesses control. Smart organizations know that great culture and people strategies are fluid, but continuously improving, improvising and vetting new solutions. The core 4 of people, process, technology and partnerships will be viewed differently as the strategic initiatives and business demands evolve over time. The power resides in the qualitative and quantitative analysis to make targeted improvements with a known impact and financial return to the organization.

Regular evaluation of your HR strategy is key to ensure it aligns with evolving business goals and market conditions. Implement systematic reviews at defined intervals (i.e., annually or biannually) to measure the effectiveness of current HR initiatives against set KPIs. Analyze areas like employee satisfaction, retention rates, and recruitment efficiency. Use this data to pinpoint strengths and weaknesses in your strategy. I like to incorporate feedback from a broad range of stakeholders to ensure comprehensive insights. Based on these evaluations, make necessary adjustments to your HR strategy to address emerging challenges and opportunities. This process will help with the relevance and effectiveness of your HR strategy efforts.

HR strategy is not linear, it needs to be a continuous process that compliments the culture while aligning to the goals of the business. Our intention is to uphold the mission, vision and values of the organization (client) while enhancing the employee experience. (Customer) Both will change over time which will require new ways to adapt, in order to continuously survive in this rapidly changing world of business today. By tapping into the collective intelligence through feedback we will never be short of finding new priorities to enable, empower and engage with our people to achieve shared success.

From my experience, what’s key when thinking in the People Agenda for your organisation is to understand well the current company culture and business strategy. Business acumen and culture are very relevant to understand what to include in the HR strategy and how to execute it, timings and tools. Old organisations use to have a legacy culture that can be very resistant to change. In these cases, People Agenda should adapt time to time. On contrary, there are cultures that are more permeables and adaptatives where the People Agenda can be implemented easily. The velocity of the implementation as well as the tools used will vary depending on the culture and the tooks and resources available.

Evaluating your HR strategy is like checking a map on a road trip. Every now and then, you step back, see where you are, and compare it to where you want to be. If you're off track, you adjust your route. So, you gather feedback from employees, track key metrics like turnover, and compare yourself to industry trends. Then, you update your strategy to keep reaching your business goals and attracting happy, productive people!