A strategy is a complex goal. Progress against any

strategy in an accounting period is measured in the

goals and goal achievement in that period (refer #2,

How to double profits, and refer #3, goal - action).

HR as technical partner of every team leader for identi-

fying the apt behavioural structure and guiding its de-

livery

Underlying every strategy is a behavioural structure

that must be acted out if the strategy is to be achieved

(refer #7, Behavioural structure of the organization, #4,

Linking staff action to strategy, #9, Linking people to

the behavioural structure).

Identifying the behavioural structure and guiding its

delivery is the role of team leaders, But, this is concep-

tually difficult and demands specific team leader rela-

tionship skills. It is the task of HR to partner with team

leaders and ensure they have the skills and are given the

support they need to ensure the team has greatest

chance of greatest success (refer #5, Human perfor-

mance driving results, #6, HR as rollout of strategy,

#10, Perfect human performance).

Essential to build balance at in every team between

working ‘in’ business and working ‘on’ the business

In developing clear direction in every job, the HR part-

ner must ensure it does not become rigid, that here is

flexibility, room for creativity and innovation. That

while team members need clear and definite guidelines

for action in their jobs, those guidelines must not de-

stroy the opportunity to learn and adapt and create

(refer #12, Built in flexibility).

Delegation by CEO to HR to support and guide every

team leader on identifying apt behavioural structure in

their team and guiding delivery

The CEO needs to be focused and clear. If the organiza-

tion mapped effectively onto the market the Executive

‘see’ and ‘understand’. And if the behavioural structure

is aptly identified, and guided by team leaders to be

delivered to standard in every team, then the organiza-

tion has greatest chance of greatest success of rolling

out the strategy to the extent specified in the agreed

goals for the period (refer #23, Mind of the CEO).

The CEO delegates to HR responsibility for aptness

of the selected behavioural structure and for its

delivery

The team leader is accountable for the team perfor-

mance. But, this responsibility is shared partly by HR.

the quality of the role specifications, the integration of

business processes, moments of truth, identification of

ideal actions from KPIs, drafting with clarity and apt-

ness, all depend on the effectiveness of the partnership

HR forges with team leaders. This goes to the very core

of strategic success, thus is the central focus of the CEO

(refer #11, Performance management moving actual

toward perfect performance).

HR must ensure common thinking on organizational

design across the organization

Coordinated effective effort across divisions to achieve

a common goal (the strategy) depends on agreed coor-

dinated thinking. Unless minds in sync, the results will

not be in sync or at least less than they could be if

minds were in sync.

With OPD-HCD™ organizational design, everything

changes. Unless the minds are orientated, and the

thinking coordinated, then philosophies will be in

conflict… think of like social ideology, free market is

not compatible with socialism. It is the role of HR to

ensure coherence in mind of at least all team leaders of

the chosen organizational design (refer, #16, All HR

policy changes, #14, Redefining engagement, #15,

Culture, #17, Lifting expectations, #18, Redefining

leadership, #19, Redefining management).

OPD-HCD™ redefines divides HR function into

two

OPD-HCD™ is the technology for implementing the

OPD theory of organization design throughout the

organization. HR is split into two key functions.

Compliance and administration. Essentially what HR

typically does now, (1) ensure all aspects of the

organization’s dealing with people complies with

statute, including disciplining, recruitment, acci-

dents management, etc. (2) administer all aspects

of people within the organization usually via a

human resource information system (HRIS).

Strategic human resource management. Delegated by

the CEO, placing responsibility on HR and team

leaders to forge an effective partnership to identify

and achieve delivery of behavioural structure de-

rived from strategy whereby the organization has

greatest chance of greatest strategic success. Man-

aged via the OPD strategic human capital develop-

ment system (OPDHCDIS).

A business needs both HRIS and OPDHCDIS.

HR as defined under OPD-HCD™ is a crucial func-

tion in any sized business

Once an organization has more than one staff member,

the analysis applies. And the business will benefit by

getting clearer in the staff member’s mind what exact-

ly need to do to ensure greatest chance of greatest

success. With the team leader role to retain focus and

clarity of the agreed direction top of mind, and build

the positive emotions to support the person in having

fun while doing that which they need do.

OPD-HCD™ enables HR partnering with team leaders as the proactive

driver of team success

OPD-HCD™: Perfect game plans perfectly delivered

Newsletter #24 HR as the ‘right hand’ of the CEO

Newsletter topics

1. Seeking new thinking.

2. How to double profits.

3. Goal—action.

4. Linking staff action to

strategy.

5. Human performance

driving results.

6. HR as rollout of strate-

gy.

7. Behavioral structure of

the organization.

8. Understanding human

psychology.

9. Linking people to be-

havioral structure.

10. Perfect human perfor-

mance.

11. Performance manage-

ment moving actual toward perfect perfor-mance.

12. Built in flexibility.

13. A scientifically proven

balanced solution to human performance as a driver of results.

14. Redefining engage-

ment.

15. Culture.

16. All HR policy changes.

17. Lifting expectation.

18. Redefining leadership.

19. Redefining manage-

ment.

20. Why has it not been

done before?

21. Stop. Reflect. Chose

and improve.

22. Why can’t we do it

ourselves?

23. Mind of the CEO.

24. HR as the ‘right hand’

of the CEO.

25. Building a ‘verbal

ready’ Executive.

26. Understanding human

motivation.

27. Building and imple-

menting an integrated motivation policy.

28. Human capital.

29. Finding and develop-

ing talent.

30. Choosing better ideas.

Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction.

Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.