Health Insurance Plano TX

Health Insurance Plano TX also adopted a set of operating principles for developing and implementing its people practices.

• Remember that one tight policy does not fit all.
• Focus on cost-to-value of people.
• Develop a global perspective.
• Focus on developing a mutually beneficial employment relationship.
• Ensure that business strategies drive people policies, programs, and practices.

Amoco’s Health Insurance Plano TX operating guidelines for daily activities focus on the following goals.

• Know the strategies and goals of both your business unit and Amoco.
• Set annual HR goals that relate directly to the business goals and strategies.
• Tie the value of each HR policy, program, or practice to customer business strategy.
• Market HR’s expertise.
• Be a problem-solver, not a policy/practice controller.
• Provide customers with more than they asked for.
• Make decisions/recommendations more quickly—don’t make customers wait on HR.
• Provide frequent feedback to customers—both good and bad.

The Health Insurance Plano TX function also invested in itself through two workshops designed to increase the competence of its Professionals. Human Resources Development Workshop I focused on understanding the concept of organizational capability. From 1990 through 1993, eleven sessions were held, with 330 HR employee participants. HRDW I emphasized HR’s role in creating a competitive Health Insurance Plano TX organization through development of organizational capability. Topics covered included the following.

• Shared mindset
• Change management
• Teamwork
• Legendary customer service
• Diversity
• HR practices
• Leadership

HRDW-II focused on understanding HR strategy. This workshop, attended by more than 300 HR professionals between 1993 and 1995, had as its key objectives ensuring that each Health Insurance Plano TX professional gained the following abilities or knowledge.

• Identify how HR work fit with business strategy
• Understand Amoco’s people-strategy framework
• Apply the organizational-capability assessment process
• Align HR practices with business strategy
• Learn best practices in handling current and emerging HR issues (organization design, rewards, change, and so on)
• Prepare a personal action plan for applying the people-strategy framework to the organization each participant supported.

In summary, the HR function at Amoco came to play an integral role in helping the company develop its ability to manage strategically. Each Amoco business strategy now includes assessment or organizational-capability requirements; priorities are set for each HR practice based on business strategy requirements; and the HR functional roles, competencies, structure, and processes have been assessed and improved to better support business needs. The net result is an HR function that clearly adds value to the business.