Job ID
1695715793
Duration
4368seconds
Summary
- In order to play the strategy architect role, that toolkit, that comprehensive, systematic kind of approach is absolutely necessary. I learned to do that when I was VP of HR in the pharmaceutical industry. What was it in me that made me more open to systems and strategy?
- Amat: We all did have strategic plan. Have you supported your manager developing it? Yes, it will be there at the table, but not necessarily. Key to it is to get other people on board. Very difficult process to get the strategy implemented.
- HR is involved in helping establish the business strategy. Understanding the strategic architecture puts you in a better position to have alternative insights. Looking at some basic kinds of goals, both hard and soft goals in terms of growth and market share.
- Paul Slovatsky: There are like ten or twelve ways that a company can make a profit. If you do not understand the way value is created, you cannot defend any investments in HR. The primary intention in being effective is being able to hold your own with finance, he says.
- Charlote: Build a good relationship with your finance VP. He says most organizations don't spend enough time talking about the business model. If you build that relationship with finance, you're going to be a much more powerful and influential person, he says.
- There are a lot of resources on our website for HR people. If we could get Paul's computer connected to this projector, I could spend just a few minutes guiding and showing you some powerful resources. From my own well, Charlote and I will both stay to lunch.
- Amat: We all did have strategic plan. Have you supported your manager developing it? Yes, it will be there at the table, but not necessarily. Key to it is to get other people on board. Very difficult process to get the strategy implemented.
- HR is involved in helping establish the business strategy. Understanding the strategic architecture puts you in a better position to have alternative insights. Looking at some basic kinds of goals, both hard and soft goals in terms of growth and market share.
- Paul Slovatsky: There are like ten or twelve ways that a company can make a profit. If you do not understand the way value is created, you cannot defend any investments in HR. The primary intention in being effective is being able to hold your own with finance, he says.
- Charlote: Build a good relationship with your finance VP. He says most organizations don't spend enough time talking about the business model. If you build that relationship with finance, you're going to be a much more powerful and influential person, he says.
- There are a lot of resources on our website for HR people. If we could get Paul's computer connected to this projector, I could spend just a few minutes guiding and showing you some powerful resources. From my own well, Charlote and I will both stay to lunch.