Overcoming Challenges

Overcoming Challenges

Haines and McKinlay (2007) assert that the 21st-century dynamics in human resource management present myriad encumbrances in executing HR strategies. The essay will elucidate two challenges posed in implementation and propose action plans to best address the impediments. Moreover, the study will suggest the most suitable approach to communicating the plan and shed light on timing and customization of information.

A description of two challenges

Change

Haines and McKinlay (2007) explain that the preponderance of myths encompassing strategic implementation of change may make it taxing for professionals when implementing HR strategies. It is the foremost issue that handicaps HR experts. Haines and McKinlay (2007) note that the change challenge presents itself in the form of resistance from employees. Most workers are reluctant to embrace change injected in form of for example new HR policies. HR professionals might experience industrial actions from the staff in an attempt to implement HR strategies for example staff restructuring.

Developing great strategies

Rheault (2003) argues that crafting worthwhile strategies that can deal with rapid market shifts and competitor moves serve as a deterrent to implementing HR policies. The HR professionals may face frustrations when trying to revamp the formed strategies owing to their ineffectiveness. Such HR action plans create gaps in addressing issues and opportunities thereby exposing immense vulnerabilities. Rheault (2003) notes that inability to form strategies that sufficiently address internal consistencies acts as a stumbling block towards implementing HR strategies by experts.

How to best address these challenges

Change

As a HR professional, I would apportion adequate resources for change to aid manage any transition or transformation in HR strategies. Furthermore, I would develop a comprehensive yearly map of executing the change process to overcome the hurdle.

Great strategies

I would put in the time as with any priority to ensure drafting of efficient and excellent strategies. Also, I would design small meetings with the right people in the organization with the intention of gathering everybody that has a stake in the outcome. I can conquer the impediment by breaking the development process into three distinct stages that would entail the evaluation of options, integration of across functions and prioritize on issues and opportunities.

Best approach to communicating the plan

The most suitable communication approach for the plan by Human Resource Department would entail employment of multi-media. It would involve taking advantage of videocassettes, audiocassettes, written word as well as informal meetings (Haines & McKinlay, 2007). The approach would ensure that the strategic plan is understood both organizational wide to create a mass of understanding. Furthermore, timing is imperative in communicating the plan because it would ensure that all stakeholders receive the suggested strategic plan as well as the new change for them to analyse the pros and cons and make informed decisions (Rheault, 2003). The information should be tailored each time strategic planning is conducted. The timeline should be based on the specific tailoring to fit the organization’s specific needs and current situation.

References

Haines, S. G., & McKinlay, J. (2007). Reinventing Strategic planning: The systems thinking approach. San Diego, CA: Systems Thinking Press.

Rheault, D. (2003). Freshening up strategic planning: More than fill-in-the-blanks. The Journal of Business Strategy, 24(6), 33-37.

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