Competitive Advantage Through Organizational Effectiveness

To be successful, to grow and prosper, a firm must achieve a competitive advantage in four primary areas of its enterprise.
They would be: Financial, Technological, Operational, and Organizational.

In developing organizational effectiveness, the human resources function addresses its six competencies in a synergistic fashion to drive the business needs of the organization. When these six human resources competencies are synergistically applied to the business needs of the organization, this results in the organization having a competitive advantage of "organizational effectiveness" over its competitors.

It is within the following six areas, in part or as a whole, where The Strategic HR Advisory Group provides consulting services.

1. Organizational Design and Development - The culture of the organization should be reflected in succession planning or design of the organization, the mix of centralization/decentralization;
   
2. Staffing - This deals with the recruiting/assessment/selection/ placement/termination of all of the employees across the organization in a manner that has functional relevance, aligns with culture, and represents the highest and best use of the human resource of the organization;
   
3. Compensation - This competency addresses the benefits, base compensation, perquisites, bonuses, long term incentives such as stock options are all aligned with corporate goals and market realities in a way that will induce the type of behavior that the corporation needs to move forward applied in a manner that is consistent with the corporate culture;
   
4. Employee Relations - This deals with the way in which the organization relates to its employees, how authority is dealt with in the organization, and how the employees relate to each other. The issue of trade union, their potential certification or de-certification is of extreme relevance in this context. But whether a Union exists or not, the goal of human resources is the relationship between the organization and its employees;
   
5. Communications - This relates to the formal and informal messages, which are communicated throughout the organization and in particular, whether or not the messages are consistent internally and externally. Consistent in terms of what is written and communicated in a non-written fashion and consistent throughout the hierarchy, are the top executives saying the same things as the staff in the bottom rungs of the organization. To develop consistency in all of the various dimensions is an enormous undertaking;
   
6. Employee/Executive Development - In today's modern world, this has less to do with career enhancement as ensuring we are developing our people to meet the "new" realities. This may mean technological training/upgrading or it may mean stretching people's minds to breakdown existing paradigms of thought. In addition, there may be some organizational support for employees who wish to upgrade themselves in a career sense and this is seen as a trade off for job security. In other words, the organization is saying rather then giving you job security, we will continue to invest in you so that you are as marketable as you can be.

The role of the human resources executive is to intelligently apply these six competencies and to custom fit programs, policies and procedures that will work for any given organization. While there exists a potpourri of such programs, policies and procedures, The Strategic HR Advisory Group's expertise and benefit to you comes in the application of those programs, policies and procedures in a manner which custom fit the needs and aspiration of your organization.