Health Insurance Exchange Texas

Health Insurance Exchange Texas

The deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives. There are many Health Insurance Exchange Texas examples. As Sears worked to reduce costs, HR managers implanted compensation, job rotation, and downsizing practices that reduced labor cost per store. As whirlpool sought to gain more global market share in appliances, HR strategies modified hiring practices and career paths to ensure multinational competence. When Colgate-Palmolive wanted to increase Health Insurance Exchange Texas revenue, the compensation system was changed to reward sales growth. When Motorola wanted to gain access to Russian markets, it offered training and development opportunities to Soviet customers. Each of these HR practices helped execute business strategy. The HR executives who designed these new practices were strategic partners: they mastered he skill of organizational diagnosis and aligned HR practices with Health Insurance Exchange Texas strategies.

The metaphor for this role is the “strategic partner.” HR professionals become strategic partners when they participate in the process of defining business strategy, when they ask questions that move strategy to action, and when they design HR practices that align with Health Insurance Exchange Texas strategy.

The primary actions of the strategic human resource manager translate business strategies into HR priorities. In any business setting, whether corporate, functional, business unit, or product line, a strategy exists either explicitly, in a formal process or document, or implicitly, through a shared agenda on priorities. As strategic partners, HR professionals should be able to identify the HR practices that make the strategy happen. The process of identifying these Health Insurance Exchange Texas priorities is called organizational diagnosis, a process through which organization is audited to determine its strengths and weaknesses.

In the past decade, increasing attention has been paid to the importance of moving HR professionals into the strategic role. But in answering the call to become “more strategic” and “more involved in the business,” many HR professionals have inappropriately identified this as the only HR role. The implications of this are discussed below under “Paradoxes inherent in multiple HR roles.”