HR Strategic Planning for General Electric Company (GE)
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Abstract
This research paper provides human resources (HR) operating plan for General Electric Company (GE) basing on this company’s vision and mission statements and other GE’s public information. Included in this research paper are GE’s HR SWOT analysis and HR gap analysis, as well as HR strategies and action steps. GE is a diversified fiscal services and infrastructure firm. Its vision is to bring good things to life and mission is to invent the next industrial age, to build, move, power and cure the world. GE’s mission, vision, business objectives and strategies would drive and inform an HR operating plan as it would facilitate the development of a strategic human resource management (SHRM) at GE. With strategic HRM, HR activities and planning at GE would be integrated into the strategic plan of the organization so that HRM is clearly aligned or linked, with the attainment of the goals and mission of the company. GE’s HR SWOT analysis shows that the company’s strengths include availability of training resources, and senior managers promote and support HR strategic development. The weaknesses include budget constraints and cuts, as well as low employee morale. Opportunities include the use of new technology, and beneficial changes in employment laws. The main threats are competition from new businesses and litigious workers. Basing on the HR SWOT analysis and gap analysis, the strategies that GE’s HR department may wish to implement include recruitment strategy, restructuring strategy, training and development strategy, and collaboration strategy. However, several obstacles could be encountered during the implementation. These hindrances include lack of full management support, workers in the organization not understanding the HR strategy, workers not inspired by the overarching goals of the strategy, workers are impassive toward the implementation, and workers not exerting any enthusiasm in participating. These would be overcome by involving all employees and the company’s senior management in the implementation, and addressing their concerns and worries satisfactorily.
HR Strategic Planning for General Electric Company (GE)
In this paper, the mission and vision statements of General Electric Company (GE) as well as its main business strategies and objectives are summarized. How this information would drive and inform an HR operating plan is explained in detail. This paper also provides a 3-column HR gap analysis and a 4-cell HR SWOT analysis between General Electric’s organizational strategy and Human Resources strategy currently in place at this corporation. Lastly, several strategies are identified that GE’s human resources department may wish to execute basing upon the HR SWOT analysis and HR gap analysis.
1.0 Section 1: mission and vision of GE and other public information of GE
GE is a diversified fiscal services and infrastructure corporation. The firm has its head offices in Fairfield, Connecticut. Its key directors and officers are as follows: Jeff Immelt is the CEO, Jeffery Bornstein, Keith Sherin, John Rice, and Dan Heintzelman. GE’s products and services range from airplane engines to consumer and business financing and industrial products, to medical imaging, home appliances, gas and oil production, and power generation (General Electric Company, 2015a). It is worth mentioning that General Electric operates its segments through its 8 businesses basing upon the markets they serve: aviation, GE Capital, oil and gas, healthcare, appliances and lighting, energy management, power and water, and transportation. It is active in about 175 countries.
GE’s Power and Water segment: this offers combined cycle systems; generators; nuclear reactors; aeroderivative, gas and steam turbines. It also offers water treatment services, wind turbines, and equipment. Energy Management segment: this provides plant automation software, hardware, as well as embedded computing systems which include embedded systems, industrial computers, controllers, operator interfaces, motion control, and advanced software (General Electric Company, 2015a). Oil and Gas segment: this offers subsea and surface production and drilling systems, equipment that are used to float production platforms, turboexpanders, turbines, compressors, auxiliary equipment, industrial power generation, as well as reactors. Healthcare segment: this offers medical imaging, patient monitoring and diagnostics, software and information technology, performance improvement solutions, biopharmaceutical manufacturing technologies, and drug discovery (Reuters, 2015).
Aviation segment: this provides aerospace systems and equipment, jet engines, as well as replacement parts and maintenance as well as repair services for armed forces and commercial aircraft, regional and executive aircraft, and marine applications (Reuters, 2015). Appliances and Lighting segment: this is involved in manufacturing lighting products for industrial and commercial applications. It also manufactures home appliances. Transportation segment: this offers passenger and freight trains; diesel engines for marine, rail and stationary power applications; underground mining equipment; railway signalling and communications system; IT solutions; motorized drive systems; as well as value added services and replacement parts. GE Capital segment: this provides fleet management, commercial loans and leases, personal loans, credit cards, financial programs, plus other fiscal services (Reuters, 2015).
1.1 Vision, Mission and Strategy
The vision of GE is to bring good things to life and its mission is to invent the next industrial age, to build, move, power and cure the world (General Electric Company, 2015a). Building: General Electric Company builds the world by offering infrastructure, expertise, and capital for an international economy. GE Capital has offered billions of dollars in funding so that businesses could grow and build their operations and customers could build their fiscal futures. GE is building lighting, appliances, power systems plus many other products which assist millions of factories, homes, retail facilities, and offices worldwide to work better (General Electric Company, 2015a). Moving: General Electric Company is moving the world in the most efficient, quickest, and safest ways possible. This multinational corporation is moving airline companies on the most efficient and largest jet engines in the world. This multinational corporation moves freight with the use of the most advanced signal systems and locomotives (General Electric Company, 2015b).
Powering: General Electric powers the world with the most advanced, cleanest energy solutions and technologies. From smart grids which help utility companies manage electricity demands to FlexEfficiency Combined Cycle power, to gas engines which run on organic waste, the technology of General Electric Company at the moment helps in delivering 25% of the world’s electricity (General Electric Company, 2015b). Curing: General Electric Company is always working to make this world a much healthier place by providing the health care technology which saves about 3,100 lives daily (General Electric Company, 2015b). It is focused on assisting medical professionals in making an earlier, more precise diagnosis of illness, and equipping them better to treat the disease.
General Electric imagines things that other companies do not, builds things that other companies cannot and delivers outcomes which make the world work better. GE makes things that not many corporations in the world are able to build, but which are actually needed by everyone. This serves as a source of pride. To GE’s customers and staff members, it defines General Electric Company (General Electric Company, 2015a). Its core values contain the following words: curious, passionate, accountable, resourceful, energizing, open, committed, teamwork, and always with unyielding integrity. In essence, the mission of General Electric Company is customer-oriented since it is focused on customers and their needs; it does not focus on what products the company sells or what services the company offers (Clough, 2014).
With regard to the strategy, GE’s top leadership is repositioning General Electric to be the best technology and infrastructure corporation in the world, with a smaller fiscal services division. The focus is on driving infrastructure leadership, attaining a culture of simplification, and investing in innovation to better serve its many clientele all over the globe (General Electric Company, 2015a). In essence, GE seeks to be 75% premier infrastructure firm and 25% valuable specialty finance (General Electric Company, 2015a).
General Electric’s corporate mission and vision as well as business objectives and strategies would drive and inform human resources (HR) operating plan in that GE’s HR strategy would need to be aligned with the company’s organizational strategy. Aligning Human Resources with organizational strategies and objectives is sensible and helps in ensuring that the business organization achieves goals. HR alignment implies integrating decisions about employees of the company with decisions about the results a company is trying to achieve (Armstrong, 2010). If members of staff are connected to organization goals and strategies, and are actually acknowledged for high performance, the business goals are realized more easily. Staff members who are engaged are crucial to productivity of the company.
GE’s HR department could be an important player at the strategy planning table if it develops performance management goals basing upon the strategies and goals of the company. HR is essentially about people, which is the core of a company as well as its strategic plan. GE’s mission, vision, business objectives and strategies would also drive and inform an HR operating plan since it would facilitate the development of a strategic human resource management (SHRM) at the company. Strategic HRM is understood as the design and execution of various internally consistent practices which ensure that the human capital of an organization actually contributes to the realization of the company’s business objectives (Eigenhuis & Dijk, 2010).
With strategic HRM, strategic planning of the company would be melded with HR planning. In essence, with strategic HRM, HR activities and planning at GE would be integrated into the strategic plan of the organization so that HRM is clearly aligned or linked, with the attainment of the goals and mission of the company. GE’s HR managers would want to effectively align, or link, HR planning with GE’s overall organizational strategy so that they fit together seamlessly. Otherwise, human resources planning might not be effectual in helping to accomplish the company’s goals. Holbeche (2011) reported that if for example a company’s goal is cost reduction and savings and the human resources department is spending a lot of money on hiring workers who are overpriced, then there is a misalignment of human resources practices and organizational strategy.
By integrating HR management into the company’s planning process, underlining Human Resources activities which support wide-ranging mission goals of the firm and creating a strong connection between management and HR, the company would be able to make certain that the management of the human capital really contributes to achievement of mission and that managers are held actually answerable for their HR Management decisions (Mitchell, Obeidat & Bray, 2013). All in all, it is of major importance to align GE’s human resources management towards accomplishing the company’s defined strategic goals and objectives and measuring progress towards those objectives and goals. Moreover, GE’s corporate mission, vision and business objectives and strategies would drive and inform human resources (HR) operating plan in that GE’s HR representatives can take part in the company’s strategic planning process and integrate HRM strategies, objectives, and goals into the company’s strategic plans. As such, GE’s HR leaders and the company’s senior executives would need to join forces to totally integrate human resources management into the planning process so that it would become an essential, contributing factor to the company’s planning and success (Douthitt & Mondore, 2013).
Researchers have reported that business organizations which successfully align HRM with their mission attainment do so by integrating HR management into the firm’s planning process, giving emphasis to HR activities which support the mission aims, and creating strong management/HR relationships (Marler, 2012). Over and above being an important contributor to mission accomplishment of the organization, HR management alignment is the final level of HRM accountability, as illustrated in the Hierarchy of Accountability shown below:
Hierarchy of Accountability
Whilst HR management accountability has to start with necessary legal compliance, it ultimately includes all 4 pyramid levels, including showing how human resources management supports accomplishment of the strategic goals and objectives of the company (Fratričová & Rudy, 2015). In essence, HRM activities are aligned with the mission accomplishment of the company in order to demonstrate the value of HRM to the company.
In the past many years, one of the main roles of HR was to ensure conformance to regulations, rules, and laws. Even though this is still a necessary function and would always be so, a lot of developments in the past few years have resulted in a strong emphasis on results. In essence, HR has to play a vital part in the formulation of GE’s strategy given that human resources could help the business organization to determine whether or not a strategy is actually feasible given the current levels of human capital at the company, usually referred to as inputs (Maugans, 2015). Put simply, the HR manager can determine whether or not the organization at the moment has an adequate number of staffs with the required skills and knowledge to realistically pursue a strategy.
Generally, strategic HRM entails linking HR planning to the strategic planning of the company to ensure that HR activities are advancing and supporting the strategy of the company. Moreover, GE’s corporate mission and vision as well as business objectives and strategies would drive and inform HR operating plan in that GE’s organizational strategy and HR planning would be linked in 2 important areas: at the time when GE’s organizational strategy is formulated, and at the time when the strategy is executed.
2.0 Section 2: 4-Cell HR SWOT analysis and 3-Column HR Gap analysis
2.1 Current HR strategy at General Electric
General Electric’s HR leadership philosophy inspires its members of staff to be the best in their respective specialties. This firm believes that with proper mentoring, every employee at General Electric could be a leader. Staff members at GE build relationships, collaborate, and share knowledge. Susan Peters, the company’s Senior Vice-President for HR stated that at General Electric, leaders link employees with the processes which keep each of them rising together because they let the people know what exactly is expected of them, assist them in getting there, and hold then answerable and ensure that improving performance drives each one of them (Clough, 2014). Susan Peters also noted that objectives and goals are set for every employee at the company and reviewed often and the performance of employees measured against them. Moreover, General Electric’s goals and objective system ensured that organizational and individual goals are aligned and enabled feedback. The growth values in this company showed staff members how to perform and this is anchored on external focus, courage and imagination, clear thinking, expertise and inclusiveness which are embedded at all levels of the firm and are supported by a unifying belief: to constantly act with steadfast integrity (Clough, 2014).
2.2 HR SWOT analysis
| Strength | Weaknesses |
| · Availability of training resources
· Senior managers who promote and support HR strategic development · HR staff have expertise and knowledge and are highly skilled · Low turnover/effective turnover management · Good reputation in the employment market · Developed techniques of human resources management · Modern IT-infrastructure · High safety standards · Competitive compensation philosophy · A successful employment branding strategy |
· Budget constraints and cuts
· Low employee morale · There are no ideas on how to meet the lack of young, talented and qualified personnel · A benefits offering that does not attract and retain workers sufficiently · Lack of innovation culture in the human resources management team
|
| Opportunities | Threats |
| · Workforce growth
· Management team wanting to improve business through cultural development and organizational development programmes · Beneficial changes in employment laws · Unfulfilled needs of workers, who are the company’s internal customers · New technology |
· Competitor gaining an edge in market share, which may make GE’s employees to move to the competitor
· Other companies that offer to their workers better benefits, pay or working conditions and, thus, hire best-qualified employees · Deficit of well qualified individuals in the labour market · Budget cut for vocational training as well as further training · Contribution of human resources management not acknowledged by senior management · Increased health care premiums · Competition from new businesses · Litigious workers · Increasingly stricter employment laws · Stereotypical negative views of the human resources function |
A HR SWOT analysis considers external factors and internal factors that could either hinder or boost the HR functions in the company. HR SWOT analysis could help in speeding up the transition of the organization from reactive mode to proactive mode in order to enhance human resources strategy as well as function (Mayhew, 2014). Strengths: these are the internal factors which enable HR functionality and strategy. HR strategy refers to the long-term goals. For General Electric, some of the HR strategies are to become an employer of choice and to build a top-tier labour force organization-wide (Clough, 2014). Human resources functionality involves the operational side of human resources. At General Electric, some of the strengths include senior management who promote and support HR strategic development, and HR personnel expertise and knowledge since they are the workers who are ultimately responsible for performing tactical tasks (Mayhew, 2014).
Weaknesses: these are internal factors inside the company that pose challenges to the success of human resources efforts and endeavours. Internally at General Electric Company, budget cuts and constrains are conditions which human resources usually must cope with considering that human resources department is not a revenue-generating department. In essence, the human resources department must be dependent on sound justification to fund investments in human resources activities. Even so, money is really not the only weaknesses. Low morale of employees is a major internal factor that has the potential of disrupting human resources (Holland & Weathers, 2013). Disruption in this case refers to reactive and immediate measures that human resources department has to undertake in order to reverse an overwhelming sense of displeasure amongst the employees.
Opportunities: a significant external factor for human resources is essentially the opportunity for workforce growth because of increased demand for the organization’s services and products. In essence, more business will translate into higher salaries or better raises for the existing staffs, along with growth for the adjacent community through the employing of more people (Kaufman & Miller, 2011). In addition, external factors might present as the ability of the business organization to get an extremely successful manager whose business development activities improve the industry standing or repute of the firm.
Threats: these are external factors which impact the organization in a negative way and, ultimately, the human resources department (Mayhew, 2014). For example, when General Electric Company’s competitors such as Siemens AG or Mitsubishi Heavy Industries gains an edge in market share, it would affect General Electric’s profitability and might lead to business slowdown, closure or layoffs. The other kinds of external threats for GE include other companies – not necessarily operating within the same industry as General Electric – that offer to their workers better benefits, pay or working conditions and, thus, hire the best-qualified employees. According to Anca-Ioana (2013), human resources departments cannot always insulate themselves from all the external factors since some of them are imminent. Even so, the human resources department could reduce the impact of external threats by carrying out regular evaluations of compensation structure, surveying opinion of workers on the company’s working conditions, and reinforcing the relationship amongst employees by showing Human Resources as a strategic business partner which really values employees (Mayhew, 2014).
The SWOT analysis is not just a list of items in each category. The human resources department of General Electric should consider the interaction of the SWOT analysis factors and determine the tactics and strategies for maximizing outcomes. Appropriate steps should be executed in order to lessen the effect that the weaknesses of the HR department might have on the threats faced by the department. Moreover, the HR department should utilize its strengths in overcoming the threats to lead the company to mission accomplishment. Charan, Barton and Carey (2015) reported that the SWOT analysis outcomes have to be utilized to establish human resources strategy and in ensuring that the HR strategy is in alignment with the mission of the organization.
2.3 HR Gap analysis
| Key organizational strategies | Key HR strategies | Gaps between HR and organizational strategies |
| Product/service diversification. This entails choosing to shift into new spheres of activity or areas of focus to use the existing resources of the company, as the company’s key markets decline or mature | To build a top-tier labour force and be an organization in which the best people do their very best. Enhance employee commitment and reduce the loss of GE’s best people | New jobs in the GE Energy, Appliances & Lighting, and GE Capital segments are needed.
|
| Quality improvement: this entails choosing to improve the status, influence, resources and capacity of the company through continually upgrading the company’s existing services, products as well as internal operating capabilities. | To become an employer of choice and position General Electric as one of the best employers worldwide | There are insufficient supervisors/managers |
| Cost cutting and savings | Learning and development: GE provides an environment wherein staffs are encouraged to learn and develop. | Several staffs are overpriced. |
| Innovation / differentiation leadership: this entails choosing to create services or products which are perceived by consumers as being so superior and different – usually by applying cutting-edge technology – that GE expands performance boundaries | Employee relations: This entails defining the intentions of the company with regard to what requires to be done and what requires to be changed in the ways in which the company is managing its relationships with staff members. | Not all of GE’s current staff members have the required skills.
Not all staff members are presently in positions that utilize their strengths |
| Financial independence: diversifying the funding sources of the company as a way of achieving control over the company’s financial environment | Reward: This strategy entails defining what the company wants to do in the longer term in order to formulate and execute reward policies, practices as well as processes that would further the accomplishment of organizational goals and meets the stakeholders’ needs. | The current human resources management practices are not sufficient for future needs |
| Strategic alliance: this entails developing shared services, teams, joint ventures, or cooperative services with compatible enterprises so as to develop new services, markets, products, or efficiencies. GE has established global strategic alliances with Accenture, Honda, Chevron and M+W Group | Talent management: this strategy entails how the company ensures it has the talented individuals it requires in order to accomplish success and achieve its mission | New skills would be needed throughout the organization |
HRM strategies are the general plans that lead the execution of HRM functional areas. Generally, the HR management strategies guide personnel decisions which ensure best fit for the company. Every functional area of HRM strategies should correspond to the overall organizational strategy (Eigenhuis & Dijk, 2010).
3.0 Section 3: Strategies GE’s HR department may want to implement
| Strategies GE’s HR may implement | Action steps | |
| 1 | Restructuring strategy | · Reorganize work units to become more efficient
· Regroup tasks to create jobs that are well designed · Reduce the number of staffs either through attrition or termination · Reorganize corporate culture · Engender the buy-in, confidence, and engagement of staffs · Keep the best employees · Ready the workers who would be affected negatively by restructuring |
| 2 | Training and development strategy | · Offer existing staff members development opportunities so as to prepare them for future jobs in the company
· Provide workers with training to undertake new roles · Coaching and mentoring · Effective performance appraisals · Classroom training: workshops, seminars, courses · Conference and forums · Field trips to other sites of the company · Job rotation and job shadowing |
| 3 | Recruitment strategy | · Recruit new workers who possess the abilities and skills that GE would need in future
· Consider every available option for strategically promoting job openings and encouraging qualified candidates to apply · Internal recruitment/tap in-house talent · Recruit efficiently: recruitment through referrals, internships/co-op placements/field placements, use recruitment agencies · Exclude certain groups as forbidden under the human rights legislation · Retain talented workers |
| 4 | Collaboration strategy | · Work together with other organizations to influence the kinds of courses that educational institutions offer
· Share with other companies training costs for groups of workers · Work with other companies in preparing future leaders through sharing in the development of promising people · Allow GE’s staffs to visit other companies in order to gain insight and skill · Obtain best, key personnel from other organizations and allow GE’s key personnel to move into another organization · Allow staffs from other firms to visit GE to gain insight and skill |
3.1 Implementation stage
3.1.1 Communication
Effective communication is of great importance to the successful implementation of the HR operating plan. It would be important to ensure that the audience including GE’s senior managers, executive director, and board chair agree with the strategic HR operating plan. Employees at GE are also a crucial audience. It would be appropriate to communicate sufficient detail depending on the audience. Clear and regular communication about the HR operating plan is critical; the messages would be informative, user-friendly, easy to read, and relevant to the audience. There would be opportunity for dialogue throughout the process of implementation so that suggestions as well as feedback could be provided (Fratričová & Rudy, 2015).
The strategic human resources plan would have to be communicated organization-wide. The communication plan would include the following: how the plan ties to the overall strategic plan of General Electric Company; how any changes in HRM would impact on employees including a timeframe if necessary; and what changes in HRM activities, practices, and policies would be made to support the strategic plan (Juul & Minbaeva, 2013). Moreover, the communication has to include how every individual employee could contribute to the plan; how employees would be supported through any changes in the organization; and how General Electric would be different in the future.
When communicating the HR operating plan, the following things would be considered: accurate, honest, timely and consistent communication; issues and questions would be captured and addressed promptly; the plans, vision, progress and expected benefits of the HR operating plan would be explained; and common themes and messages would be reinforced. Other things to be considered include adapting the communication to the audience; encouraging dialogue and discussion about the HR operating plan; and maximizing participation in the process of implementation by involving members of staff. Moreover, communication strategies would be adapted as required so as to address and resolve any unforeseen issues; and the communication would be effective. To ensure that communication is effective, understanding would be checked and the participants would be asked if they need any further information or explanation – the message that they hear should be the same one that they are given (Armstrong, 2010).
The senior executives at General Electric including CEO, chairman, vice chairman, vice presidents and other top directors would be informed about the creation of the HR operating plan and what this plan entails, its purposes and anticipated benefits. These senior executives at GE would also be informed about the progress of the HR operating plan implementation throughout the process of implementation. They would be consulted and input and contribution from them would be sought throughout the implementation as this would ensure that they fully support the implementation. Moreover, members of staff at GE would also be informed about the progress of the HR operating plan implementation. Any questions, issues or concerns from them would be addressed promptly and in a satisfactory fashion so that they do not resist the change (Anca-Ioana, 2013). To inform both the senior executives and staffs at GE about the implementation of the HR operating plan and implementation progress, several methods of communication would be utilized. These include meetings, brown-bag lunches whereby workers are given the information directly by managers, e-mail addresses for question and answer or website pages dedicated to question and answer, newsletters, memos, intranet postings, and email.
3.1.2 External or internal obstacles or organizational pushback
Before human resources professionals could work to execute HR operating plan, they first need to determine what impediments currently exist to thwart the required changes from happening in the firm. Execution of the strategy is, in several ways, an organized process of getting rid of the organization’s several internal barriers to change. Basically, each strategy would face some level of opposition even when it has been collectively agreed that the strategy is very important; and the more significant the change in strategy, the more resistance there would be (Douthitt & Mondore, 2013). The human resources department could forestall many of their possible battles by expecting and tackling some of the problems that would possibly come up. Generally, there are 5 main causes for the failure of strategy implementation, and from these causes arise about 10 foreseeable obstacles that the company’s HRM should strive to overcome. The main obstacles and their related issues are illustrated in the table below:
| Obstacle | Related obstacle | |
| Obstacle 1 | Poor coordination within management | 1. Incongruous goals, policies, and opinions amongst GE’s senior officials could hinder the cross-system cooperation the strategy requires |
| Obstacle 2 | Staff members are not buying in | 2. Workers in the organization do not understand the HR strategy
3. Workers are not inspired by the overarching goals of the strategy 4. Workers are impassive toward the implementation, and do not exert any enthusiasm in participating 5. Workers do not feel any personal responsibility in fulfilling the strategy |
| Obstacle 3 | Insufficient change in the work unit | 6. The tactics and styles of managers undermine employee enthusiasm regarding the strategy
7. Managers fail to direct the efforts of their work units toward complying with the new strategy 8. Work goes on as usual even in those units which the strategy requires to demonstrate considerable and speedy change |
| Obstacle 4 | Weak inter-departmental cooperation | 9. There are inadequate processes used in advancing the collaboration between various functional and operating areas |
| Obstacle 5 | There exists no measurement of progress | 10. A technique for measuring and evaluating progress toward the defined goals is totally absent or is deficient |
Furthermore, implementation would be difficult if one initiative or strategy is undertaken in isolation without taking into account its implications on other areas of human resources practices or trying to ensure that a holistic, coherent approach is adopted. Holbeche (2011) reported that barriers faced by a HR strategist when implementing strategic initiatives are usually caused by a failure to properly understand the company’s strategic needs, with the result that the human resources strategic initiatives are considered as not being relevant or even seen as counter-productive. This problem is worsened if there was inadequate evaluation of the cultural and environmental factors which affect the content of the HR strategies.
To determine which of the identified obstacles to implementation of the HR operating plan would present the most difficulty within General Electric Company, a number of questions should be considered such as: which of these obstacles would most directly affect the attainment of the defined goals? How can the human resources department work to address these obstacles? Which of these obstacles makes up the most pressing, urgent issue? If these obstacles are reduced or eliminated, what measurable business benefits would be produced? If the identified problems continue, what challenges could result? (Holland & Weathers, 2013).
3.2 Plan to overcome the obstacles
Gain support: support should be obtained from the company’s senior executives, staff members, line managers as well as trade unions. This would mean communication of intentions and rationale for the HR operating plan, as well as the participation of interested parties in the formulation of strategic plans. Help workers to understand the HR operating plan and strategies: staff members are the cogs around which the company’s gears turn. They should understand the strategic direction so that they can aid in the implementation (Fratričová & Rudy, 2015). Carryout a rigorous initial analysis: the initial analysis must encompass corporate culture, business needs, as well as external and internal environmental factors. The framework used can be the company’s SWOT analysis or a PESTLE analysis.
3.3 Flow chart
References
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