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

Continuado daqui.
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"Just as we segment marketing strategies for external customers, so too must we develop different internal messages by each segment of the workforce.
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Effective workforce measurement means that the right people have the right access to the right data at the right time. Overwhelming managers with data that they don't need is a mistake, just as is making managers go looking for strategically relevant data."
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"a way to convey the company's strategy clarly and completely to every employee. ... to drive strategy execution effectively, the workforce needed a high degree of business literacy as well as a very clear understanding of (the organization's) businesses and its business priorities."
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Por exemplo, a Cardinal Health propôs-se a comunicar a informação seguinte aos seus colaboradores:
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"1. who its customers are, what the dynamics of the marketplace are, and how they influence the company's products an services, trends that may affect the marketplace, how the competition is competing, etc.
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2. how its products and services fulfill a need, how its strategic drivers are the foundation of every thing it does, and how it can mix and match products and services to fulfill customer needs.
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3. how Cardinal Health attracts investors and creates a return on shareholders' investment (a review of its revenue stream)."
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Trechos retirados do livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty.
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As PME's não têm pela frente o desafio de comunicação das multinacionais, a audiência é menor e está menos dispersa. No entanto, muitas PME's não praticam a comunicação de forma sistemática.

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

Continuado daqui.
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Acerca da comunicação o livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty refere:
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"in many firms employees don't have a clear understanding of strategy or their own role in executing it, but that when they do, shareholder value is enhanced. The simple fact is that the more we can get employees to pay attention to performance feedback, the more effective that feedback is likely to be.
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some of the key attributes or outcomes of workforce communication can be broken down into recognition, understanding, acceptance, and use.
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Recognition. ... all employees are aware of the existence...
Understanding. ... each employee understands the firm strategy, know what his or her role is in executing it, and see a linkage between these behaviors and the firm's measurement processes.
Acceptance. ... help create a sense of urgency in the workforce when important gaps can be identified and prioritized. ...
Use. The ultimate measure of success is that workforce metrics help managers to make better decisions about the workforce. ...
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Since you can't manage what you don't measure, and you can't measure what you don't clearly understand, executing strategy through the workforce requires a clear communication strategy to ensure that the right data reach the workforce. Workforce metrics won't help unless you can get the data into the hands of the people who need them and encourage them to use those data to make better decisions about the workforce. As we've described, employees can't act on measures that they don't see, comprehend, and embrace. All managers - and indeed all employees - have a "theory of the firm" in their heads that helps guide their behavior. Measurement can help ensure that they are all using the same theory of the firm - and also that this is the theory that helps drive strategy execution!"
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Quanto é que as organizações que conhecemos investem na comunicação? Quantas organizações que conhecemos têm a preocupação de comunicar, de situar os seus colaboradores acerca das opções estratégicas e do papel de cada um na sua execução?
Continua.

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

Ainda do livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty:

"While the primary objective of a publicly held firm is to maximize profit and shareholder value, it is important to recognize that profits are generated through the productive behaviors of employees, consistent with the firm's strategies and operational goals. One way to think about this is that financial results require very specific operational results - which we call workforce success.

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Workforce success is the product of very specific leadership and workforce behaviors.

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Leadership and worforce behaviors are in turn a function of workforce competencies.

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Finally, competencies, behaviors, and results are a function of the firm's culture and mind-set.

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Said differently, mind-set and culture enable competencies; competencies enable the right behaviors; the right behaviors enable workforce success."

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Acerca da cultura e do enquadramento mental dos colaboradores de uma organização os autoress referem algumas verdades conhecidas mas que importa nunca esquecer - será que os colaboradores de uma dada organização estão a par da estratégia e da sua contribuição para ela?

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"Without an understanding of where the firm is to go, how it can measure its progress, and what is in it for members of the firm, little strategy execution will result. To execute its strategy, every member of the firm should understand the firm's business model, the role of the workforce, and that leaders at all levels will be held accountable for financial success, customer success, business process, and workforce success."

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Assim, o passo seguinte é a comunicação.

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Continua.

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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Continua

Estratégia --> Processos críticos --> Actividades críticas --> Funções críticas

Michael Porter no seu clássico “What is Strategy?”, publicado pela Harvard Business Review em Nov.-Dec.1996, escreve:
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Uma empresa só pode superar os seus rivais se estabelecer uma diferença que possa preservar"
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Ok, e de onde vêm as diferenças sustentáveis?
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"Em última instância, todas as diferenças entre empresas, em custos ou preço derivam das centenas de actividades…"
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Dado que os processos são conjuntos de actividades solidárias e alinhadas que transformam entradas em saídas, não cessa a minha atenção e interesse pela abordagem por processos, como uma ferramenta fundamental para gerir e liderar uma organização.
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Assim:
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"A diferenciação resulta tanto da escolha das actividades a realizar como da forma como são realizadas."
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E
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"As actividades, são, então, as unidades base para a vantagem competitiva."
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Quem realiza, quem executa, quem desempenha essas actividades são as pessoas!
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Nesta linha de raciocínio, no livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty, encontramos:
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"Traditional perspectives on workforece success, which often focus on standardization and cost reduction, have little to do with the demands of successful strategy execution."
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"Successful strategies and competitive advantage nearly always rely on some form of differention in the marketplace; yet traditional workforce strategies are remarkaly undifferentiated both within and across firms. That is, we often see firms with very different organizational strategies adopting highly similar workforce strategies."
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Ou seja, estamos perante uma contradição.
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"an organization where HR professionals are solely focused on operational efficiency and administrative compliance can never fully capture the strategic value of its workforce."
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Poupar não é o mesmo que ganhar!
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"for many years workforce measurement has primarly consisted of measuring activities associated with HR transactions and of improving the performance of those elements. As a result, managers quite often focus on the wrong measures, and even if those measures could be driven to zero, it would have little or no influence on the successful execution of the firm's strategy."
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"The emphasis on workforce differentiation breaks the traditional disconnect between the logic of differentiation at the level of corporate strategy and the tendency toward homogeneity or commonality in workforce management. The foundation of any successful strategy is some basis of differentiation between the value proposition your firm offers customers and the value proposition your competitors offer ... we are advocating a movement away from "plain vanilla" workforce strategies - where all emplyees are offered the same "deal" - to workforce strategies that arecarefully tailored to your business requirements ... the implications for workforce management is that some positions and some employees are more central to strategy execution than others. This means not only that these positions and employees must be identified, but also that the workforce systems that support, develop, and motivate them are likely to be different from those same systems for non-strategic workers. In short, not all workforce contribution is created equally, some types of workforce performance are more valuable than others, and this different opportunity for value creation has to be managed differently as well."
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Em perfeita sintonia com esta reflexão de Novembro passado.

A perspectiva de Recursos & Infra-estruturas

Quando olho para a estrutura, para a sequência causal de perspectivas de um balanced scorecard, e me concentro na zona de trabalho (nas perspectivas de Processos e de Recursos & Infra-estruturas) instintivamente visualizo uma imagem deste tipo:

Resultados financeiros são uma consequência de clientes-alvo satisfeitos de forma sustentada.

Clientes-alvo satisfeitos resultam do desempenho adequado de processos críticos.

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A identificação dos processos críticos é uma função da proposta de valor adoptada.

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Um processo é um conjunto de actividades, um conjunto de tarefas que transformam entradas em saídas. Um processo é como um caminho traçado que os intervenientes têm de seguir e respeitar.

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Para que um processo funcione é preciso que intervenham pessoas, que actuem equipamentos e sistemas de informação.

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É na perspectiva de Recursos & Infra-estruturas que enquadramos estes três factores:

• Pessoas;
• Informação; e
• Equipamentos.

O artigo "From Partners to Players: Extending the HR Playing Field" de Dave Ulrich e Dick Beatty, publicado por Human Resources Management no Inverno de 2001, ilustra a relação entre a proposta de valor e as características desejadas para as pessoas que operam nesses processos (retratado aqui).

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Acho particularmente interessante a sistematização da componente humana em três vertentes:

• Competências;
• Comportamentos;
• Cultura (mindset).

Continua.