Weekly       eCoach

BORA Consulting - Consultancy for Entrepreneurs - Ralf Borlinghaus
contact: ralf.borlinghaus@bora-consulting.com, +41 44 58 66 157

Last week a group of HR professionals got together in the seminar center of DGFP (German Society of Human Resources Management) in Stuttgart in order to work on their HR strategies based on the concept of Strategic Self-Management.

All participants intended to improve their strategic position within their company. Most of them were more driven by the business than driving the business themselves. They felt like being in the status of suppliers shooed around by the line management. They looked out for strategies to gain the status of an integrated full service provider less being a cost center than a value driver.

Within two days only the participants should work on the development of their personal business and its strategic positioning in order to achieve a sustainable performance improvement. Therefore, they didn't work with any case studies but only with their personal real case based on new methods and tools as provided in the Handbook of Strategic Self-Management.

One core element of that special approach was to allow putting one's personal agenda on the table: What does the HR business mean to me? What's in for me finally? These questions were discussed quite openly within several talkshops, which were just fertilized by some input from the speaker. In those rounds each participant was a philosopher in own matters. Those considerations ended up with the definition of one's personal vision and mission statements.

When the mission was clear each participant continued with a thorough analysis of the status quo, the available resources and of his development potential. This did not include the operational HR business only, but also quality of it's marketing and sales activities in the area of HR. Indeed, shaping direction by proper communication showed up as one of the key success factors.

Last but not least each participant prepared his strategy in order to be ready to present it to the other participants. At the end of the two days we sat together like a management board and listened to the short presentations ready to give a quick open and honest feedback immediately. It was great to see Gordian knots presented in the beginning cut at the end of the two days. 

  Your comment is welcome

"However beautiful the strategy, you should occasionally look at the results."
                                  Sir Winston Churchill (1874-1965)
 

HR Strategy - Case Study                                           

For those who
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On 111 pages it
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Strategic Self-Manager                                               

"My Name Is Bond, James Bond"
What's Your Name?

  It should be the right mixture of strategist and pragmatist, of handsome and awkward, of target oriented and easy going, of mortal and immortal. Or in one word: A bit of Bond, James Bond!