Human Resource Systems Review
Facilitating Responsiveness of Organizational Systems to Human Factors

Optimizing Employee Management Systems for Organizational Leadership and Change

Optimizing core human factors of organizational life in organizational systems—particularly in human resource management systems and performance management systems—is key to organizational leadership, change and culture.

All such systems should be responsive to, and promote, key human factors to sustain organizational comitment to organizational change and development for desired results. You would also have to facilitate the functional impact of the human factors of the organization life on one another—i.e., their functional interedependencies—and how they are affected by the manifest condition and character of your organizational systems, processes, and technologies.

For example, your employee management systems and performance management systems would be fit-for-purpose and for desired strategic results when they are responsive to the human needs, motives, aspirations and commitments which supervene in your organization's strategic situation. This would mean that you foster the alignment and responsiveness of your organizational systems and sub-systems to people's innate desire for survival, self-fulfilment, and growth.


Discover key steps to making performance management systems fit for purpose.

HR Management Systems Review

Optimizing core human factors of organizational life in organizational systems—particularly in human resource management systems and performance management systems—is key to organizational leadership, change and culture.

HR Management Systems Review - Insights
HR Management Systems Review

An integrated human resource management systems review would pay attention to the workforce planning process and system, particularly to ensure its strategic fit.

HR Management Systems Review - Insights
HR Management Systems Review

To be efective, succession planning should be integrated with your business strategy, and the organization's mission and long-term vision.

Succession Planning - Insights
Succession Management

To have and sustain a high-performance succession planning and succession management system, the organization should integrate succession planning and management with strategic talent management.

Succession Management - Talent Management
HR Strategy

The process of developing the human resource strategy would integrate appropriate competitors' intelligence data, best practices, and the organization's strategic vision.

HR Strategy - Development
Integrated model to facilitate workforce planning for strategic fit

Strategic Workforce Planning

An integrated human resource management systems review would pay attention to the workforce planning process and system, particularly to ensure its strategic fit.

You could optimize your workforce planning system through strategic workforce planning systems review and improvement—integrated with succession planning and succession management systems review—to create the human capital base that could ensure the future of your organization in business. This would also help to commit the workforce to your vision of organizational leadership and culture.

Let us consider the relevance of the following to help you achieve this objective:

  • Strategic Workforce Planning Model, and
  • Succession Planning Systems Review

    • Strategic Workforce Planning Model

    To achieve desired strategic results with your workforce planning process, integrate it with your organization's vision and strategic roadmap.

    This would require using a workforce planning model which is linked with real-life business issues, challenges and plans,—and which is also focused on developing and creating effective synergy of functionally interdependent organizational systems, sub-systems, processes and facets. The model should integrate workforce planning with the strategic and competitive challenges of the organization, and provide the insight the organization needs to create the human capital base for its business mission and vision.

    Furthermore, the model should take account of the organization's key business activities and help facilitate the commitment of key stakeholders in the workforce planning and implementation process to desired level of workforce performance.

    Properly used, such a model would help ensure that the key people with the right mix of experience, talents, skills and competencies are available, effectively positioned, and deployed to achieve the organization's desired strategic objectives and goals. Thus, the model would leverage top-down responsibility with bottom-up responsiveness.

    We provide you such a model in our eight-phase Workforce Planning Improvement Cycle (PDF).

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    Eight-Phase Strategic Workforce Planning Model

    Here are the eight phases of an effective strategic workforce planning model, based on the ODSynergy Workforce Planning Improvement Cycle.

    1. Analysis of the organization's strategic situation
    2. Identification and clarification of key functions, organization's goals, role relationships—and performance indicators and job objectives
    3. Analysis, indentification and mapping of current skills—this is essential for effective talent management and succession planning
    4. Analysis and mapping of workforce—needs and supply; a sort of gap analysis
    5. Projection and scheduling of workforce requirements organization-wide or for targetted business divisions
    6. Optimization of targeted human resource systems and practices, where necessary, for strategic relevance
    7. Development and costing of workforce action plans
    8. Periodic workforce status monitoring, review, evaluation, reporting, and action planning.

    Creating the human capital basis today for the future of your business

    Succession Planning Systems Review for Strategic Results

    To be efective, succession planning should be integrated with your business strategy, and the organization's mission and long-term vision.

    You may start this process with a strategic review of the organization's succession planning system, creating the human capital basis today for the future of its business. You would have to focus on the 'total organization'—not only in terms of today's top management core but on the key human capital areas for the organization's strategic objectives,—essentially relating the succession planning to the organization's strategic business future. Thus, thinking in terms of the kind of key people, leaders and executive management the organization needs at the various business units, divisions or locations, to sustain its vision of organizational leadership and performance.

    You would have to explore—collaboratively with today's key people and leaders—and find insightful, imaginative, and practical answers to—such questions as:

    1. What drives the corporate vision today, or traditionally, and what would probably drive it in the next 10 years?
    2. What is changing—or would change—for example, in respect of how the organization does business and the environment it operates in?
    3. How would the organization's business evolve in the next 10 years?
    4. What probable strategic demands would the executive management, the leadership team, and key people at the various divisions or locations be facing in the next 10 years?

    Integrating succession management systems with talent management

    Succession Planning Systems Review for Strategic Results—2

    Apart from interrogating the succession planning system to shape its strategic outlook, a succession planning systems review—and succession management systems review—would seek specific answers involving the current succession planning and succession management practices. Questions such as the following should be addressed:

    1. What are the underpinning assumptions?
    2. What is the organization achieving with the current succesion planning system and succession management practices?
    3. What are the alternatives to current practices? Why are they not being used? What would be required to use such alternatives?
    4. Given the organization's current level of organizational performance and workforce status, overall what should it be doing differently?

    To have and sustain succession planning and succession management systems for desired organizational leadership, performance and culture, you should integrate succession planning and management with strategic talent management. This way, the organization could have high-quality pipeline of the right kind and mix of leaders and talents across its functions and business units.

    Furthering organizational relevance of HR Strategy

    Human Resource Strategy Development

    Effective human resource strategy derives from, and are aligned with, the organization's business strategy and its strategic vision.

    To develop the human resource strategy incorporate appropriate competitors' intelligence data, best practices, and core values that foster desired organizational leadrship and culture. In this process, you would explore and apply insights gained from SWOT—strengths, weaknesses, opportunities, and threats—analysis reflective of the organization's vision of leadership and performance, the organizational culture, and the enabling behavioral factors of the organizational systems for strategic human resource plan implementation. Such an analysis is better facilitated with relevant leadership and organization workshops, incorporating relevant stakeholders' feedback.

    The design and implementation of such organization workshops should include exploratory HR and business review sessions and stakeholders' workouts and roundtables to ensure that the HR strategy plan is not only feasible and operational but integrates with organization-wide strategic objectives and vision.

    Proactive collaboration and productive engagement

    Facilitating HR Strategic Plan Implementation

    It is not enough to develop the HR strategy, the HR strategic plan should be facilitated collaboratively with, and through, key stakeholders organization-wide. This would enhance ownership of the HR strategic plan and organizational commitment to effective HR strategic plan implementation.

    The HR strategy facilitation process should involve the use of roundtables, data feedback and action planning sessions on the strategic HR issues underpinning the business strategy—giving stakeholders an appreciation of how the HR strategy, policies and procedures are intergated with the organization's strategic vision—and fostering desired organizational leaderdship and performance.

    In this way, the HR strategic plan would effectively complement the organization's business strategy and position its workforce management systems for competitive advantage. In the process, key non-HR people in various business units, divisions and locations of the organization would be best positioned and prepared to own the organization's HR strategic plan.

    Technical Assistance and Partnership

    Need our technical assistance or partnership towards making your human resource management systems fit for purpose? Get Help:info@odsynergy.com

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