Strategic HR Weekly "Sales" Tip #31
Prioritization Of HR Tasks...
Verne Harnish in Mastering The Rockefeller Habits suggests that when a company is deciding which strategic priorities it is going address in the next 3 to 6 months, it should pick only one or two, even if there are more than that. That way efforts won't be spread too thinly. But very importantly, the company will still see improvement in most of the other strategic areas it did NOT pick to immediately address.
I call that principal "collateral advantages". In HR, with such a large number of granular "tasks" that either have to be done or could be done, a practitioner or consultant needs a way to look at all the possible things they might do to address a strategic HR objective and then decide which ones to do. All other things being equal, instead of just grabbing tasks randomly, why not pick those that impact the highest number of the other strategic areas too? That leverages the time associated with doing the task.
The illustration above shows a very simplistic example of how this works. Let's say it's decided to pick Turnover Reduction as the #1 strategic HR priority. The company's status quo HR "effort" grade in that area is 38%. If they picked the 5 task initiatives listed on the bottom of the picture as things to do to address Turnover, they'll move the effort needle over to 46%. (Don't get hung up on whether this is all they should do. They'd probably do much more, but we're just trying to keep the example very simple to make a point.)
Because the 5 things that were picked to do also impact other strategic and tactical HR areas, look at how the effort needed moved in all those other areas, even though the main initial objective was just to address Turnover.
The HR professional who develops their business plan using a thought process like this, and then explains their process and reasoning to company management, will be seen as a strategic thinker who brings great value to the company.