a)List and explain the two basic strategic planning roles of the Human

Resource Manager?
Strategy execution is a hot topic in management today. In fact, the Conference Boards recent Survey of CEOs revealed that chief executives are so concerned about strategy execution that they rated it as both their number one and number two most challenging issue. For anyone whos tried to execute strategy, this finding should come as no surprise: its estimated that more than 60% of strategies are not successfully implemented.

When asked to define strategy execution, most managers respond with statements like, Its the successful implementation of a strategic plan or Its getting your strategy done. While these perspectives are certainly valid, they arent very helpful in terms of understanding what needs to be done to actually drive business results. Heres a look at some mainstream approaches to strategy execution:

Strategy execution as a process. The most notable book to date on strategy execution is Execution: The Discipline of Getting Things Done, by Larry Bossidy and Ram Charan. Bossidy, a retired CEO, and Charan, a renowned management consultant, make the case for execution as a discipline or systematic way of exposing reality and acting on it. They explain that the heart of execution lies in three core processes": 1. People 2. Strategy 3. Operations

They explain the processes and descriptions managers use to successfully drive business results.

Strategy execution as a system. The information presented in Execution is certainly useful, but the authors dont fully explain how an organization can implement their three core processes to achieve strategy success. There have been significant advancements in this area since Execution was published in 2002. In 2008, Harvard Business School Professor Robert S. Kaplan and his Palladium Group colleague David P. Norton wrote The Execution Premium: Linking Strategy to Operations for Competitive Advantage. In it they present their management system, which houses six sequential stages intended to help organizations capture what they call an execution premiuma measurable increase in value derived from successful strategy execution. They outline six stages in this system: 1. Develop the strategy 2. Plan the strategy 3. Align the organization 4. Plan operations 5. Monitor and learn 6. Test and adapt

Through detailed subactivities26 in total Kaplan and Norton explain how organizations have successfully executed strategy via application of their management system. Strategy execution as a step-by-step process. Both of the models outlined above are important and anyone serious about the practice of strategy execution should be familiar with them,but they suffer from what might be called the Goldilocks Problem.The process view doesnt contain enough detail to help managers construct the three processes within an organization. Conversely, the systems view contains so many sub steps that it can be overwhelming to managers. So, how can we find a solution that is just right"? While there is no easy answer, the best of both approaches can be synthesized into 10 steps outlined below. These steps provide both high level direction as well as the detail necessary to capture the lions share of strategy execution success. Step 1: Visualize the strategy. One of the most pressing challenges in all of strategy is simply understanding what a strategy is. An effective way to improve this understanding is to visualize the strategy via an illustration that shows both the important elements of the strategy and how each relates to one another. Frameworks such as the Strategy Map by Kaplan and Norton, the Activity Map by Michael Porter, or the Success Map by Andy Neely help in this regard. Step 2: Measure the strategy. Key elements of the visualized strategy should be assigned an easily understood performance measure. The full set of strategic performance measures can be organized into a dashboard, a Balanced Scorecard, or some other framework so the reader can determine that progress is being made toward completion of the strategy. Step 3: Report progress. In the same way that a budget is reviewed monthly to ensure financial commitments are being kept, the strategy should be reviewed regularly, but with more of an eye toward determining if the strategy is producing results, versus controlling performance. Step 4: Make decisions. Strategy execution is much like sailing a boat toward a planned destination. A defined course and a full complement of navigational charts will never eliminate the need to remain vigilant, to assess the environment, and to make corrections as conditions change. As part of the regular reporting process leaders must make ongoing strategic decisions to keep the strategy current and on course. Step 5: Identify strategy projects. Organizations may have scores, if not hundreds, of projects ongoing at any point, but they rarely have a firm grasp on the type and range of these projects. The first step in improving project-oriented strategy execution is to capture and organize all projects strategy projects in particular that are underway in throughout an organization. Step 6: Align strategy projects. Once projects are captured they must then be aligned to the strategies or goals for the organization. This step entails comparing each project, either proposed or ongoing, to the strategic goals to determine if alignment exists. Only those projects that directly impact the strategy should be resourced and continued.

Step 7: Manage projects. Organizations must develop a capability in project management if they are to execute strategy effectively. In some settings, projects receive very little management. In others, projects persist well beyond their scheduled completion.The full complement of projects in any organization should be coordinated and controlled by a central project office or officer with the responsibility for monitoring both progress and performance. Step 8: Communicate strategy. It is difficult to execute strategy when the strategy itself isnt well understood, or performance relative to it is not communicated. Leaders must communicate their visualized strategy to the workforce in a way that will help them understand not only what needs to be done, but why. Step 9: Align individual roles. Employees want to know they are making a meaningful contribution to their organizations success. Its up to senior leaders to ensure that employees at all levels can articulate and evaluate their personal roles toward achievement of specific strategic goals. This is perhaps one of the most critical aspects of the execution process. Step 10: Reward performance. In strategy execution, as in any other area of management, what gets measured gets done. Taking this one step further, what get measured and rewarded gets done faster. After explaining the strategy and aligning the workforce to it, senior managers institute the incentives that drive behaviors consistent with the strategy. Strategy execution is difficult in practice for many reasons, but a key impediment to success is that many leaders dont know what strategy execution is or how they should approach it. Homegrown approaches may be incomplete if they fail to incorporate many of the basic activities highlighted above. While the 10-step approach outlined here wont guarantee strategy execution success, it will greatly improve the odds, perhaps pushing the topic down a notch on the list of CEO concerns. Sources: Conference Board Survey of CEOs, Conference Board, 2008. Franken, A., Edwards, C., Lambert, R., Executing Strategic Change: Understanding the Critical Management Elements That Lead to Success. California Management Review, Vol. 41, No. 3, Spring 2009 Bossidy, L., Charan, R., Execution: The Discipline of Getting Things Done, Crown Business, 2002. Kaplan, R., Norton, D., The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Harvard Business Press, 2008. Kaplan, R., Norton, D., Strategy Maps. Converting Intangible Assets Into Tangible Business Outcomes Advantage, Harvard Business Press, 2004. Porter, M. What Is Strategy? Harvard Business Review (November-December) 1996. Neely, A., et al., The Performance Prism, Financial Times, 2002.

b) List and explain 3 advantages and 3 disvantages of hiring staff internally?

The strategy formulation process is much different than the strategy execution phase. Strategy formulation is heavy on analysis and the soliciting the input of various experts in the market, financial, process, resource, and logistical areas. Once the strategic plan in place, we can set up and activate the strategy execution systems to ensure success of implementation of the strategy. If there is not an adequate strategic plan in place, we can work with you to formulate and implement a long term strategic plan. In order to create your strategy we offer value analysis consulting that, when used in combination with our value engineering tool, determines the type of strategy that is necessary to focus on. We then work with you in implementing that strategy. Our consultants work with you to map your strategy. We do this by determining the following:

What is your long term and short term strategy? What performance measurements do you need to track? What are the questions you need to ask (what do you need to know and from whom do you need to know it?) in order to properly manage your strategy? What are your goals and objectives?

We can also identify and analyze possible scenarios with ScenarioMap in order to do some pre-planning and to safeguard against problems in the future. The following list indicates how the products apply to the strategy formulation process: Refocus Refocus is a software package specifically designed for performing value improvement projects on products, services, and processes. Our consultants use Refocus to guide teams through the process of executing a value analysis for process and product improvement. An implementation plan can be put in place where a consultant can help facilitate your project. StrategyMap Our StrategyMap product is used in the process of mapping your strategy. The consultant can help at this level by gathering pertinent information such as: a. What is your short/long term strategy?

b. What are your performance measurements? c. What questions do you need to ask in order to manage properly? d. What are your goals and objectives? ScenarioMap ScenarioMap is a product that, when used in conjunction with our consulting, helps in the preplanning and mapping of

There are many reasons why management would like to hire people internally, or from peope who are currently employed by the company who wish to transfer into other departments and/or work on other positions. If you are deciding on whether to hire from inside or outside the company, here are the advantages and disadvantages of hiring internally:

Advantages. This type of recruitment is faster and more cost-efficient. This is because employee records are already available in file. All the human resources people will have to do is update the records. Another advantage is that employees hired internally would no longer need to be oriented on the companys mission and policie. Training could be focused on the skills and processes of the new job. Internal recruitment also tells employees that the company is open to professional growth and changes. This will then result to increased loyalty.

Disadvantages. Enforcing mostly internal recruitment would not encourage new innovations in the company. People who have worked long in the company, might have already developed groupthinking and this usually results to stagnation. External hiring usually brings in fresh blood who in turn can introuduce innovations and new ideas. This is also the same for skills. New people can also introduce new technology, techniques and methodologies which can be advantageous to companies. Another disadvantage is that your choices for candidates are limited. This can cause problems if no one in the company is qualified enough for the new position.

scenarios in order to safeguard against future problems.