H.R Cipd
H.R Cipd
Contents
Acknowledgements xiii
Introduction 1
How to use this toolkit 7
vii
CONTENTS
viii
that support an HR strategy: a strategic
CONTENTS
staffing plan 177
Tool 4.10 Components and other documents that
support an HR strategy: a training and
development framework 184
ix
PART 3: MAKING IT HAPPEN
CONTENTS
277
Section 7: Getting to know the key players 278
Tool 7.1 A suite of case studies: getting stakeholder
buy-in 280
7.1.1 The case study: obscuring the data! 283
7.1.2 The case study: mapping the
relationships 287
7.1.3 The case study: no accountability for
HR issues 290
Tool 7.2 Stakeholder analysis 292
Tool 7.3 Who is in your network? 295
Tool 7.4 Relationship mapping: who are the key
influencers in the organisation? 298
7.4.1 Relationship mapping: your own map 301
Tool 7.5 Getting buy-in from line managers 305
Tool 7.6 Tips for building credibility 308
7.6.1 Building your credibility with key
players 309
7.6.2. The questionnaire: building your
credibility 311
Tool 7.7 A place at the board? 314
x
Tool 9.3 Organisational diagnosis 362
CONTENTS
Tool 9.4 The HR brand: communicating brand
changes 366
xi
INTRODUCTION
Introduction
In an ideal world every organisation will have a clearly defined strategy or business
plan. However, this is not always the case and often HR must make strategic
decisions in what seems like a vacuum. This toolkit helps the HR professional to
explore and leverage organisational strategy so that you can design, develop and
implement a successful HR strategy. We start by providing tools to help you assess
your own capability. We then define what strategy is and include some examples.
There are a number of diagnostic tools to help you understand the organisational
strategy better or, where it is not clearly stated, to enable you to unearth it. From
there, we move into how to prepare an HR strategy, and provide a number of
practical tools and interventions to help you turn it into a reality.
We suggest ways that the various tools and techniques can be used by individ-
uals. Many of them are also suitable for using in group settings – either within
HR, or across a multidisciplinary group within your organisation.
As a result of using this toolkit, you should be able to make the following
statements about your capability or practice:
1
INTRODUCTION
What is HR strategy?
A strategy is a set of informed choices which provides direction,
inspires commitment and allows the organisation to respond quickly to
customers and competitors, enabling it to fulfil its goals and achieve a
sustainable position in its market.
• forces choice
• focuses effort
• balances continuity and change
• helps to integrate all the different parts of the HR remit
• translates ideas into practical action.
• resourcing
• skills acquisition and development
• culture, values and attitude
• commitment
• productivity
• performance management
• rewards
• employee relations.
Adapted from HRM: strategic action, CIPD fact sheet, by M Armstrong (1992).
2
We hear the phrases ‘strategic human resources management’ and ‘human
INTRODUCTION
resource strategy’ quite a bit these days in the workforce. But line managers
and even some HR professionals sometimes find it difficult to describe what
these concepts are and what they actually look like in practice. Experience
shows, however, that when true strategic HRM does ‘occur’, it is recognised
for what it is.
When you hear any of these, you are receiving signals that a human
resources strategy is underlying some or many of your actions and ways of
working.
3
INTRODUCTION
• HR stopped me doing …
• It’s all HR’s fault that …
• I can’t do that because the HR policy manual/rules don’t allow me to.
• I get inconsistent responses from HR staff.
• The HR policies and procedures are unclear.
• I have to do something in a particular way because HR told me I had to.
These aspects comprise the ‘tactical’ side of HR. This is still important when
we talk about the components of strategic HRM, but if it happens in a
vacuum without an agreed strategy, it isn’t on its own going to be very
useful or helpful to an organisation in the longer run.
Common pitfalls
• You overcomplicate the strategy and have too many competing
objectives.
4
• You fail to take into consideration different scenarios which the
INTRODUCTION
organisation may face.
• Your words or actions don’t inspire or convince.
• Your words or documents are vague or superficial.
• The strategy consists of a document listing all possible options without
prioritisation (the ‘menu’ approach).
• Accompanying documents and presentations are boring to read or
listen to.
• You don’t communicate the desired future state.
• You are overly dependent on jargon.
• You overpromise.
• You talk in generalisations and don’t speak to the individual (‘what’s in
it for me’ is missing).
• There are errors, gaps or omissions.
• You don’t have the talented employees or resources to implement.
tools here you can be confident that the strategy will be a well-considered,
relevant and dynamic proposition, and most important of all, aligned with
the organisation’s strategy. Working through these tools will show you that
you don’t need to make grandiose statements or use complexity and jargon
to write a good strategy.
6
HOW TO USE THIS TOOLKIT
How to use this toolkit
The structure of the toolkit
This toolkit is designed to help identify what HR strategy is. It describes how to
recognise when circumstances and situations enable an HR professional to grasp
opportunities to ‘add value’ and gain greater recognition for the HR function.
There are 10 sections covering three key areas. We start in the first part by
exploring the personal qualities and attributes of the strategic HR
professional. In the second part we provide an array of tools around
strategy, how to develop it and how to define and document your own HR
strategy. Finally we focus on implementation. The tools in this part address a
range of topics that you will need to understand if you are to deliver the
organisation’s HR strategy.
You are encouraged to read the toolkit in a sequential way, as each section
builds upon the previous ones. However, it can be used for ‘dipping into’
according to your own needs and requirements.
7
HOW TO USE THIS TOOLKIT
Section 5: Evidence-based HR
Evidence-based practice has had a major impact on medicine, education and
now HR. When adopting evidence-based approaches, practitioners make deci-
sions based on their own assessment but also on the best available external and
internal evidence from research about a problem and its proposed solutions.
8
professionals to become influential themselves. This section focuses on some
9
HOW TO USE THIS TOOLKIT
This introduction is followed by the tool itself, which may include for
example checklists, tables and questionnaires. These materials are available
online (see address below) and are marked with this symbol:
Helping line
managers Engaging
Building my Identifying
understand with line Making a Leadership
Sections own strategic how HR adds
the managers and business case development
skills value
importance employees
of HR
Section 1 ✘ ✘
Section 2 ✘ ✘ ✘ ✘
Section 3 ✘ ✘
Section 4 ✘ ✘ ✘
Section 5 ✘ ✘ ✘
Section 6 ✘ ✘
Section 7 ✘ ✘
Section 8 ✘ ✘
Section 9 ✘
Section 10 ✘ ✘ ✘
10
PART 3
Making it happen
MAKING IT HAPPEN
There are four sections in this part of the book. The first three cover
important aspects that you must address if you want to implement your HR
strategy.
In Section 7, we start with an exploration of how you get to know the key
players. There are tools to help you think about stakeholder engagement
and how to get buy-in for your suggested course of action. We then look at
how you can influence others and build your own credibility with key
stakeholders.
Section 10 is the last section in the toolkit but arguably one of the most
important. It looks at structuring your HR department for success. We
provide an array of tools to help you move to action, and create the HR
function best suited to implementing your strategy.
277
Section 7
Getting to know
GETTING TO KNOW THE KEY PLAYERS
We start with a large tool which contains three case studies (7.1.1 to 7.1.3).
These are intended to generate debate about the strategy that could be
used in each and the skills that are essential to develop. Use them on your
own, in pairs or in small groups.
278
Tool 7.2 is a stakeholder analysis which invites you to think about a change
Tool 7.3 provides you with a network analysis. Highly effective HR strategists
are often exceptional networkers. If they don’t know how to do something,
they probably know a man or woman who does. They are often seen as
people who get things done, where others struggle. Network analysis allows
you to identify how robust your network really is.
Tool 7.4 is a process for mapping relationships. This is a critical tool for
implementing your strategy. It has two parts. We start with Tool 7.4 to help
you identify the key influencers in your organisation, then we move onto
Tool 7.4.1 which will help you to spot areas of strength or weakness in your
own or your team’s relationships.
Tool 7.5 is a method for identifying issues you may encounter when
devolving HR responsibilities to line managers.
Tool 7.6 is an exercise to help you think about your ability to build credibility
with key stakeholders.
Tool 7.7 is a short list of actions you can take to get a seat on the board.
279
TOOL 7.1 GETTING STAKEHOLDER BUY-IN
As Peter Reilly and Tony Williams explain in their book Strategic HR: building
the capability to deliver (2006), the assumption that strategy-making is a
rational and deterministic process is wrong; rather, a strategic HR player
needs to be able to understand the internal politics and be active within the
informal networks of an organisation.
• the board
• the president/chairman/CEO of the organisation
• key allies and players in your parent company/subsidiary organisations
• your immediate boss
• employees
280
• managers
Facilitators should invite the individual or group to identify the skills needed
and encourage the group to consider how good their own skills are in these
281
TOOL 7.1 GETTING STAKEHOLDER BUY-IN
areas. The tools that follow can then be used to explore their skills set
further.
The facilitator may also want to get the group to identify stories from their
own organisation and to analyse them in a similar way.
282
GETTING TO KNOW THE KEY PLAYERS
Tool 7.1.1: The case study:
obscuring the data!
The budget department and the HR department did not always see
‘eye to eye’ with each other and often presented the same data in
different ways, and with a different ‘spin’ on the figures which further
added to the confusion.
It was clear that the current situation was unsustainable. And indeed,
eventually, some of the more astute board members, playing a strong
governance role, started probing and questioning the data, with the
inevitable consequences – the budget failed to be passed.
283
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TOOL 7.1 GETTING STAKEHOLDER BUY-IN
Consider and discuss the case study with another person. Then answer these
three questions:
284
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Part 2: obscuring the data: the reality
The HR director engaged with the budget director and set up a series of
meetings between the HR department staff (especially those working on
compensation matters), and the key budget staff preparing the annual
budget submission, in order to:
The HR director then decided to visit every single one of the (20 plus) board
directors to listen to their concerns about salary budget issues. Often there
was more than one meeting with those deemed to have greatest influence
over the board decisions – or who were widely viewed as the worst ‘trouble
makers’. These meetings were also used to explain the rationale behind
certain budget requests. In addition to the board members themselves,
meetings were also held with the directors’ assistants – the staff who usually
prepared the directors’ responses at the board meetings. These meetings
were used as opportunities to gather feedback and provide education for
those closely involved in the board decision process.
The HR director initially had strong resistance from the compensation staff in
HR to preparing a clearer board submission – these particular individuals
guarded closely their professional knowledge and expertise. However, they
were won over after seeing the HR director’s influencing style with the board
members and strong ability to listen and take into account their concerns
whilst being able to clearly explain the rationale behind the salary budget
requests. Once they saw that the board directors were turned around from
being negative to supportive, they changed their approach and attitude.
285
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TOOL 7.1 GETTING STAKEHOLDER BUY-IN
Lessons learned
Engage your group in thinking about the lessons learned from this situation.
Here are some suggested learning points:
• Know who the key influencers are and get to know them.
• Take time to listen; be prepared to explain and adapt the final outcome
appropriately to reflect their concerns.
• For complex issues, try to present them in a more simplified way.
It’s the way you present and how you adapt the message to the audience
that’s important – you are not going to be able to pull the wool over other
people’s eyes all the time, so adapt to fit the interests of key stakeholders –
‘what’s in it for them’.
286
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GETTING TO KNOW THE KEY PLAYERS
Tool 7.1.2: The case study:
mapping the relationships
Very soon, the media got wind of the situation and there was negative
publicity about the organisation in the national press. Even prospective
employees would ask about this when they came for job interviews.
There was some truth in the rumour, but it was being exaggerated for
political gain. The organisation was addressing the behavioural
problems; this information, however, was sensitive and the HR director
did not want to get into a debate about it on radio or in the media.
287
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TOOL 7.1 GETTING STAKEHOLDER BUY-IN
Consider and discuss the case study with another person. Then answer these
questions:
288
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Part 2: mapping the relationships: the reality
All this information was eventually shared at a general level, without actually
discussing individual names so as to be sensitive to the actual managers
cited. Enough information was shared to educate both parties as well as the
politicians who had been lobbied to check on what was going on! In their
turn, the media stopped targeting the organisation. Finally, the internal
communications team were able to assist with putting out useful follow-up
messages about the situation and how it was being dealt with.
Exercise
Working on your own or in pairs, consider the questions below:
289
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TOOL 7.1 GETTING STAKEHOLDER BUY-IN
In pairs discuss the case and answer the first two questions:
290
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Part 2: no accountability for HR issues: the reality
After two years, there was true accountability for managing people, and an
acceptance by line managers that their role was to manage people, not just
budget and other assets.
Personal reflection
• What would you have done?
• How good are your skills in this area?
• What can you take away from this exercise?
291
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TOOL 7.2 STAKEHOLDER ANALYSIS
Overview
As mentioned above, identifying the key stakeholders when you are trying
to implement your strategy will help you to be more effective. It is equally
important to explore their relationship to the issue or the activities you are
aiming to introduce. This information will help you to decide on how to
proceed and which tactics to use to get them onside.
Either individually or with your HR team, use the template on page 294 to
help you explore the position of key stakeholders. There are a number of
stakeholders listed here; change the list to suit your situation. Consider
which tactic is best for each of the positions. Use the suggestions below:
• ‘For’: Ensure that your proposal is positioned so that it meets the needs
of this group and will be supported by them. Make sure that you do
not lose their goodwill by failing to recognise their interests.
• ‘Undecided’: This is where you can gain most leverage. Ensure that you
identify their needs/interests/concerns. Then review your strategy and
any activities you want to initiate to see where the blocks might come.
Try to minimise their objections by making changes where you can to
292
meet their needs. This may require that you meet with each of them
What do your peers, or other stakeholders say about your skills and interests
in working with them and understanding their position?
Have you been able to implement your strategy, particularly any critical
activities or ones where you expected opposition?
293
TOOL 7.2 STAKEHOLDER ANALYSIS
294
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GETTING TO KNOW THE KEY PLAYERS
Tool 7.3: Who is in your
network?
Overview
Who is currently in your network? Using the list on page 294, can you
identify others who currently are not? How important is this type of
stakeholder to your modus operandi and ability to get things done? Are
there any particular individuals or groups of individuals who are particular
‘gatekeepers’ or ‘naysayers’ that you need to build bridges with and win
around?
Using the template on page 297, map out the ‘Before/Now’ situation, and
the ideal ‘After’.
• There are some relationships that are well established and don’t need to
be changed or given attention for now.
• There are some relationships that can be dropped (eg those contacts
295
TOOL 7.3 WHO IS IN YOUR NETWORK?
who add little value and who take up time and energy – often there are
a few of these in any organisation who want more of your time for
themselves, and give little back or are not useful to you).
• There may be some relationships that are going to be short lived. For
example, there is rapid turnover of CEOs these days. While a CEO can
be a key ally, his or her early departure can be a problem for an HR
director who is seen as being too ‘close’ to the CEO. You may want to
consider how to build a relationship with CEOs without developing such
a close tie that you become defined as ‘their’ person, and therefore
vulnerable on their departure.
296
The tool: Who is in your network?
297
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TOOL 7.4 RELATIONSHIP MAPPING
Overview
Knowing who the key influencers are in an organisation is important, since
these are the individuals who can support you in implementing your
strategy, and hence assist in bringing about a more favourable outcome.
This is a dynamic tool – as you go along, you can add more names and
more links as names come up in interviews.
It’s best to obtain a lot of detail about who communicates with whom (and
about what) before sorting it. It can then be sorted by type of
communication – such as ‘providing information to’, ‘directing someone to
do something’, ‘consulting someone’ and so on.
298
meeting’. It is important, also, to be sure to get both sides of the
This model can be taken a step further to analyse from whom and to whom
the bulk of e-mails are sent. This provides a way of seeing where the
information flows go. It also helps distinguish what might be ‘important’ e-
mails from those that are urgent or just for information – and hence
provides a way of undertaking a kind of ‘business process’ of e-mail usage,
as well.
From this kind of model, you can start to see who the ‘influencers’ are. See
the example on page 300.
299
TOOL 7.4 RELATIONSHIP MAPPING
Example
The diagram below shows that one person (D) communicates with almost
everyone, and has a two-way relationship with (A). (D) could be potentially
quite powerful, depending on the content. It also shows someone (F) who is
isolated and does not communicate with (or is not communicated with)
anyone. Arrows going both ways signify that the person has greater impact.
S/he is both a receiver and disseminator of communications; the
relationships are not just one way.
D E
300
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GETTING TO KNOW THE KEY PLAYERS
Tool 7.4.1: Relationship
mapping: your own map
Overview
Sometimes it is not easy to anticipate who the key players might be when
we start to implement our strategy. Superficially, it would seem that it is
those who have the most visibility. But sometimes it is those who operate
behind the scenes who have the most influencing power in the organisation.
It is sometimes useful to literally ‘map out’ the relationships you have with
key stakeholders. That allows you to answer the question: ‘Who is talking
with whom?’ From this, you can identify the key ‘leverage points’. This is
especially useful when planning out the establishment of a new policy,
process or change programme, or when implementing your strategy.
Step two is to do something similar, but now note down the relationships
needed to help move the change forward. So, taking the same stakeholders
(add in any new ones that will help), map out the ideal situation. What are
the relationships that you would like to have with others? Are there any
301
TOOL 7.4.1 RELATIONSHIP MAPPING: YOUR OWN MAP
Now compare the two. This will show you where the weaknesses lie and
you can make a plan to build the relationships that you need to have in
place to ensure successful implementation.
When you review your strategy, have you found that people have been more
or less supportive? How much time are you spending coercing others or
having to manage conflict or barriers to your work?
302
Example
The ‘before’
HR business
advisers
Line managers
You/
HR Your deputy
director
Staff association
Communications
Media
Clearly, there are large gaps in the influencing sphere. What happens when
you decide to proactively fill these gaps and create the appropriate links?
This is what the picture would look like afterwards:
303
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The ‘after’
TOOL 7.4.1 RELATIONSHIP MAPPING: YOUR OWN MAP
HR business
advisers
Line managers
Staff association
Communications
Media
• Your deputy has more delegated responsibility, and now manages the
staff association consultation process.
• Your deputy also has more direct authority to liaise with the
organisation’s communication department to put together relevant
messages for the media.
• In turn, the communications department provides data and information
that the HR function can use to proactively respond to media comment.
• The HR business advisers are able to get more actively involved in the
feedback and follow-up loops with line managers.
304
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