战略人力资源行动

(inhisnewbook)listsassomeoftheactionsworkforcemanagementprofessionalscantakethatarealittlebold.GeneralmanagementHumanresourcesadministrationRecruitingRetentionandemployeerelationsWorkforceplanningCompensationandincentivesMotivationandcommunicationDevelopmentCommonstrategicerrorsofhumanresourcesdepartmentsGENERALMANAGEMENTIntegrateyourmanagersthroughmetrics--Managersoftenworkindependentlyandfailtosharebestpracticesamongeachother.Byofferingeachindividualmanageronthemanagementteamanincentive,basedontheoverallperformanceofthemanagementteam,youcanencouragemanagerstocooperate.Bytyingmanagerialperformancetogetherwithacommonbond,youcanencouragetopmanagerstohelpimprovetheperformanceofthebelow-averagemanagers.Byaskingemployeestoratethequalityoftheirownmanagementandthenrewardingmanagerswithhighscores,youcanalsoencouragemanagerstoplaycloserattentiontotheirpeoplemanagementpractices.Badmanagement-identificationprogram--Oneoftheprimaryreasonsthatemployeesquittheirjobsisthebadmanagementpracticesoftheirdirectsupervisor.Developaprogramthatcanidentifybadmanagers,andthendevelopstrategiesforfixingthesemanagers,transferringthembacktomoretechnicaljobs,orreleasingthem.Measureandrewardmanagersforgoodpeoplemanagement--Managerswhopracticegoodpeoplemanagementhavethemostproductiveemployees.(iftheirbusinessunitachieveditsgoals),andthoseinleadershipdevelopment.Itdoesnottakemuch;aslittleasafivepercentbonuswillimproveperformancebysignificantlymorethanfivepercent.Anoteofcaution,though;bonusesmustbetiedtonumericalresults,notsubjectivetermslikemeritorleadership.Rewardcooperation--Humanresourcesisknownforhavingfunctionalsilos;thisrunscountertothegoalofdevelopinga