Aligning Talent Development with Business Operations

A core theme in our readings this week is the importance of a close relationship between HR and the operation of the business. In Powerful, McCord emphasizes that every single employee has to understand the business. What processes does your organization have in place to support communication between HR and business-unit leadership in the areas of succession planning and strategy? Explain how these are implemented and what is and is not working well. What steps can companies that do not have such processes in place take to ensure strong alignment between the HR function and the Mission, Values, and Strategy of the business? Include specific references to this week's materials and/or additional sources to support your response. Strategy is an often discussed but often misunderstood aspect of business operations. That may be one reason we require a strategy course here in the curriculum. We ask you to think about the correlation of the workforce strategy and the assessment of the talent you have in the context of the business strategy. That is a bit difficult if you do not understand how strategy is formulated or worse what the organization's business strategy is. You would be surprised how many organizations put in the time and effort to establish a strategy and then never communicate it to the people that have to make it happen. I have posted a video this week by Michael Porter - one of the best-known strategy experts in the world - discussing the forces that affect the business strategy. Take it on board and you will have knowledge many others in your organization will lack and it will enhance your credibility.   Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates' initial posts by Sunday, midnight of your time zone.​   Ist response to Stacey Lewis   Good evening, Dr. Wallace, Professor Cairns, and Classmates, The Process our Company. The process that our organization have in place to support communication between HR and business-unit leadership in the areas of succession planning and strategy; is that we have and open-door policy. We can speak with our manager first, and then her manager, our trainer, and then our human resource manager when situations or strategies arises between our locations and our call center. Our manager also shares our company’s mission and values, and she keeps us informed of what our business goes through day to day. (1) How we implement succession planning and strategy. In addition to our open-door policy our manger makes sure that every agent has their responsibility in a role to complete. I work in a car rental agency call center and we have so many roles to fill. When our manger is out our location managers look to me to fill her shoes with the knowledge and training, she provided, and our HR department has provided too. (2). It is important to be able to handle our call center like our manager does when she is not available. Because the organizations will know understand we are doing the greatest work in our business and with our customers. The steps companies can take if they do not have a strong alignment. The steps that our company can take to ensure a strong alignment between the HR function and Mission, Values, Strategy of the business are as follows: start with business priorities, have corporate objectives, divisional priorities, performance indicators, look to have a road map of where the business is going in 12 months, and over the next three years. Next, team leader and HR leader how are we contributing to the company, build on our team’s priorities which allow the company to build and know where they are striving to go. (3)