Not a Member? Get access to HR news and resources that you can trust.
We asked HR professionals to tell us about their time in HR. Here are their stories.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Instructor-led guidance for your SHRM-CP/SHRM-SCP exam, no travel or time out of the office required.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
LAS VEGAS—Does this sound like the strategic planning process at your organization? “Secret meetings” … “formed at the top” … “unstructured” … “relies on internal data” … “execution is haphazard.”
Those were some opening observations from attendees at a June 25, 2011, preconference workshop titled “Step Out of the Ivory Tower: The Right Way to Develop a Strategic Plan.” The workshop was held in conjunction with the Society for Human Resource Management’s (SHRM) 63rd Annual Conference & Exposition.
“I’ve been around, and this is what I hear,” said workshop leader Mason Holloway, division director and principal consultant of Beacon Associates Inc. in Bel Air, Md. “You’re not alone. This is what’s happening out there.”
Setting strategy is too often limited to the purview of the CEO and a few top executives, perhaps also with help from a consulting expert, he said. Communication about strategic decisions is often poor and inconsistent.
Another “big failure … is not thinking about execution when planning,” Holloway said, which can result in a “big disconnect.” For example, talent and skills might be insufficient to deliver on strategic goals.
The result: a process that is “akin to loading the corporate strategy into a catapult and firing it over the wall.”
Planning to Plan
In the four-hour workshop, Holloway outlined many steps and principles to develop effective strategies, starting with the “three D’s”:
Develop a shared vision. Discussions should include the right data and the right people, especially top performers in critical business areas.
Design and test strategies. Evaluate alternatives based on criteria such as potential market growth, market share and alignment with the shared vision. Cascade initiatives into individual goals with specific measures and accountabilities.
Drive the execution. Predict and plan for contingencies. Monitor and evaluate progress.
The workshop manual outlined tips for executing strategic decisions, including the following:
Effective strategic planning will prevent the development of plans that “go in a drawer and that’s where they stay,” Holloway said. Even planning processes that have been moderately successful should be enhanced, he advised. “Working OK doesn’t cut it in this economy.”
Leon Rubis is editorial director of SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
CA Resources at Your Fingertips
SHRM’s HR Vendor Directory contains over 3,200 companies