Business Management: Migration Human Resource Strategy

Description

A coherent strategy supported by a series of critical human resource deliverables, that addresses how the “people implications” of the transition to the new organisation will be managed. This deliverable coordinates a series of often-sensitive initiatives such as the use of performance management to reward positive contributions to the BPI initiative, career transition, and retraining / redeployment.

The Migration Human Resource Strategy provides clear action steps for identifying and addressing the human resource issues associated with any major organisational transition. Neglecting to create a strategy in advance for dealing with sensitive or controversial human change issues increases the risk of resistance to the proposed business solutions (potentially derailing the BPI initiative).
A sound Migration Human Resource Strategy ensures that employees have access to adequate support resources to assist them in adjusting to disruptions/upheavals in their work and personal lives.

The development of a Migration Human Resource Strategy requires the orchestration of a number of concurrent activities.

Determine the key elements of the strategy (e.g. performance management rewards/recognition, career transition, retraining / redeployment, etc.) and discuss potential approaches and timeframes for their accomplishment.
Identify the competencies (internal and/or external) required to perform the anticipated duties required of each element—e.g. conceptual/strategic thinking; project management, interpersonal facilitation/coaching, specialist technical expertise, etc. Negotiate availability of selected individuals and assign lead responsibility to a single individual for each element.
Initiate coordination activities for each of the principle elements identified in the strategy. For example:

Identify key people who have influence upon project success, in particular, all levels of sponsors and change agents.
Identify indicators of positive contribution towards project success.
Facilitate discussions, using appropriate organisational lines of authority, to integrate these indicators into the on-going performance management system.

Identify those areas within the organisation that will be most affected by the change. This may include those units that will become larger, or remain the same size but require different work behaviours, as well as those that will undergo “downsizing”.
Develop a tailored suite of career transition services including:

For many client organisations, the best option may be to outsource the provision of certain transition services to specialized professionals.

Review past practice and industry standards in the areas of retraining and redeployment.
Consult with management and employee associations on key issues and concerns.
Draft detailed policies covering these issues. (These policies should complement and build upon the tenets expressed by senior management as part of the Shared Values and Guiding Principles.)

Obtain management approval (and funding) for the provisions identified in the strategy.
Widely communicate the support options and policy changes to all employees. Provide regular updates in ongoing organisational newsletters and the project Communications Plan regarding the Migration Human Resource Strategy.

Do not confuse this deliverable with the design and implementation of a new Human Resource Strategy for the transformed organisation, after BPI implementation.
Build on current internal strengths. For instance, if there is a well-respected counselling service, seek to expand its role to cover career transition as a whole.
Manage relationships with industrial or employee relations people carefully. Ensure that you have a full understanding of the prior relationship between the organisation and such people or bodies.

Use the process of developing the Migration Human Resource Strategy as an opportunity for securing a sound working partnership with the internal Human Resource staff.
Begin this process as early as possible. The sooner the organisation has a demonstrable readiness to respond to potential crises (such as fear of job loss), the better.