Aspects of Strategic Planning

Aspects of Strategic Planning

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Linking performance management to strategy enables managers to plan and design targets to evaluate the effectiveness of employees. The evaluation can take the form of continuous coaching, frequent reviews, or annual appraisals. The performance management process ensures that employees meet the company’s strategic goals and that their goals are aligned to the mission and vision statements of the organization (Bratton & Gold, 2017).

As the HR executive of an organization, one would ensure that the employee goals are aligned to the company’s vision and mission by communicating that vision to the employees. The communication would need to become a part of their day-to-day activities to help the workers understand the impact of their work. The HR executive would, therefore, encourage open communication between peers, lower organization level, and senior executives (Armstrong & Taylor, 2020).

Job analysis and developing a suitable job description would help in aligning the strategy to the mission and vision of the company by ensuring that the right person is on the right job. As such, there would be no communication breakdown as the employee understands what is expected of them as stipulated in their job description (Bratton & Gold, 2017). Further, there would be no overlap of authority-responsibility relationship to avert the distortion of the chain of command. Job description would help supervisors assign work to employees and thus guide and monitor their performances easily.

The HR executive would create a work environment that works to gain employee support for a new performance management system. They would also ensure that the organization enjoys interpersonal relationships, teamwork, and employees get constructive feedback (Armstrong & Taylor, 2020). The executive would ensure that other top executives are motivated to provide employees with useful performance feedback. Further, peer reviews, preemptive management and recognition, and setting meetings to discuss results and outcomes would help support the new performance management system.

References

Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice. New York, NY: Kogan Page drafters.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. London, UK: Palgrave.