Estratégia --> Processos críticos --> Actividades críticas --> Funções críticas (parte II)

Continuado daqui.
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Assim, recorrendo à proposta de valor e aos consequentes 'drivers' estratégicos de uma organização, e ao seu modelo de funcionamento, com base na abordagem por processos, podemos identificar os processos críticos para a execução estratégica.
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Identificados os processos críticos podemos identificar as funções que executam as actividades críticas porque relevantes para a capacidade de execução estratégica. Mark Huselid, Brian Becker e Richard Beatty, no seu livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" chamam a estas funções críticas "A"-players.
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"Measures of wokforce performance or contribution to firm performance must reflect that indirect line of sight between the workforce and the firm's financial success."
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"The right workforce performance measures follow directly from the strategic role of the workforce in executing your firm's strategy."
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"The key element of this approach are the need to move from viewing people and people management systems as a cost to be minimized to viewing them as a primary source of competitive advantage. Here we introduce the concept of disproportionate investments and show how disproportionate investments in "A" players in "A" positions (funções críticas) is essential for the effective execition of workforce strategy."
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"We believe that is only after you are clear about the strategic objectives and workforce capabilities that you can effectively develop a Workforce Scorecard. Thus, the process begins with a clear statement of firm strategy and the identification of the key or "A" roles that disproportionately contribute to firm success - as well as "A"-level performance within those roles."
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