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