Friday 2 January 2015

5 POSSIBLE CAUSES OF HR STRATEGIC IMPLEMENTATION FAILURES

CAUSE NO.1:
POOR COORDINATION WITHIN MANAGEMENT  
  • Incongruous goals, opinions and policies among upper-level executives can obstruct the cross-system cooperation required by the strategy.
CAUSE NO.2:
EMPLOYEES AREN’T BUYING IN
  • Employee within the company do not understand the strategy.
  • Employees feel no personal responsibility to fulfil the strategy.
  • It’s possible they may feel that their effort will be inconsequential in actually bringing about a change, or perhaps they are contemptuous of management.
  • Employees are impassive towards the execution of the strategy, and exert no enthusiasm in taking part.
  • Employees are uninspired by the overarching goals of the strategy.
CAUSE NO.3:
INADEQUATE CHANGE WITHIN WORK UNIT
  • Managers fail to direct the effort of their work unit towards conforming with the new strategy.
  • Managers style and tactics undermine employees enthusiasm about the strategy.
  • Work proceeds as usual even within those units whereby the strategy requires swift and considerable change.
CAUSE NO.4:
WEAK INTER-DEPARTMENTAL COLLABRORATION 
  • There are insufficient processes employed to advance the collaboration between different operating and functional areas.
CAUSE.5:
THERE IS NO MEASUREMENT OF PROGRESS
A method of measuring progress toward the desire goals is either deficient or absent. It is difficult, if not impossible, to tell what exactly is changing.


Source: excerpt from compareHRIS.com

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