Editorial

Citation

Nolan, S. (2009), "Editorial", Strategic HR Review, Vol. 8 No. 1. https://doi.org/10.1108/shr.2009.37208aaa.001

Editorial

Article Type: Editorial From: Strategic HR Review, Volume 8, Issue 1

This issue is all about Strategic HR, a concept that has been under discussion for some time with many HR functions trying to get the balance between acting strategically and looking after the day-to-day HR tasks. New organizational models for HR have emerged as a result and we are beginning to learn from their early implementations and fine-tune both the structures themselves and the transition process. As a result a clearer picture is emerging of how and when HR can realistically become more strategic, the associated development and support required by HR professionals and the HR tools that can be strategically applied – topics that are addressed by our authors in this issue.

“The Rockwool Group: delivering business growth through culture change”, by Per Geisler Hansen and Jakob Soerensen, examines the strategic role that HR played in the impressive change journey that has taken place in recent years at the Rockwool Group. The company has successfully redefined its strategic objectives, clarified its vision and mission and positively changed its culture to one that focuses firmly on people and values, moving away from a metrics and process-led focus. Key to the success of this transition has been the “Leading People & Brands” program, which encourages managers to mobilize their people to undertake positive change. The authors demonstrate how – with the help of HR – managers across the business have been empowered to take on the mantle of change and adapt their own behavior for the good of the wider business. Supporting HR initiatives include a leadership development program, leadership coaching, a new appraisal system and an action approach to the organization’s values.

In their case study feature, “Creating credible activists”, Jan Hills and Caroline Rawes put forward a practical discussion on how HR people can become more strategic in their role. They go beyond the mostly accepted argument that there is a need for HR to have more strategic input in order to address the training and development processes that can help them achieve this. Training should be designed to help HR teams understand the business, put themselves in the client’s shoes and challenge the business. A case study from law firm Linklaters demonstrates how such training can result in some subtle yet powerful changes in the way HR and the business interact. One of the most powerful aspects of the training is giving the HR team the confidence to accept that a strategic role is required of it, to have more strategic conversations and to place itself at the heart of the business.

In “Managing cultural transformation in a multinational business”, by Steve Smith and Christoph Kuth, the authors describe how a change management program was implemented at a global manufacturing business that focused on cultural transformation in order to improve organizational performance at a fast pace. This was made particularly challenging by the fact that the process had to be self-financing and that the organization, which stretched across many different cultures and countries, previously worked in a decentralized way. The change program used had people policies at its core, with strategy workshops for leadership teams, management development and workforce training the main HR tools used to change behavior and practices. The focus on culture paid off and within 12 months there were dramatic improvements at the company, with the changes in behavior and practice sustained through an organizational review process.

Helen Saunders charts the development of HR at gratterpalm in her article “gratterpalm uses HR as a strategic tool for growth”. From being non-existent in the company, within five years HR has grown and developed into a fully functioning department with a strategic position on the board of directors. This investment has boosted the organization’s performance as costs have lowered, productivity has been enhanced and customer service has improved, giving the company a stronger position in the competitive creative market. This was achieved with the support of senior management and by involving staff early on in the process through an ongoing employee survey. Other HR tools that contributed to the successful implementation of the HR function include an online HR system, documentation of processes and procedures, structured processes for areas such as recruitment, appraisals and training, and – importantly – the integration of client and market needs within people policies.

Our final article, “A strategic approach to managing a downturn”, by Mark Goodridge, looks at the importance of retaining a strategic approach to HR in tough economic conditions. He examines how organizations can survive the effects of a downturn and emerge leaner, fitter and better able to adapt to new market conditions. This is the result of taking an innovative approach to talent management and retention, in order to ensure the skills and motivation are in place to gain a competitive advantage when market conditions improve. He draws on research and his experience of helping change organizational behavior to show how successful businesses prosper in a downturn. They build trust by showing respect and carrying out timely communications, they energize their workforces and they do not panic or react to tough market conditions with cuts in staff, funding or investment, unless absolutely necessary. While reorganization may be a necessity, it needs to be carried out strategically and in such a way as to engage employees with new ways of working and thinking.

Sara NolanE-mail: shr@emeraldinsight.com (Photograph by Chris Snelling)