Texas Healthcare.gov

Texas Healthcare.gov

The first Texas Healthcare.gov criteria is impact, which combines the following qualities:

• Alignment: The extent to which the HR practices will accomplish strategy.
• Integration: the extent to which the HR practices integrate and affect each other.
• Customer focus: the extent to which the HR practices influence external customers.

These three items take together determine the placement along continuum from low to high impact of each Texas Healthcare.gov practice under consideration.

The second criteria is implement ability. This criteria qualities:

• Resources: the extent to which resources exist to accomplish an HR practice (for example, money and talent).
• Time: the extent to which management attention can be focused on the HR practice.

Resources and time determine whether implementation of a specific Texas Healthcare.gov practices will be difficult or easy.

A firm using the impact and implement ability criteria employed the following method to turn strategy into action. The firm’s HR professionals generated several possible HR practices that could align with strategy. Since they knew that all of them could not be implemented in their near term, they held a meeting to discuss the impact and implement ability of each Texas Healthcare.gov practice under consideration and used the following matrix to establish priorities.

HR professionals and line managers together assigned each cell a rating of low, medium, or high. Through this dialogue, they were able to prioritize the HR practices under consideration and to determine which they should invest in.

Ratings from this type of review can be transferred to a chart such as a clear visual representation of the consensus, with each initiative assigned its precise location. By using the chart, HR professionals can prioritize the possible Texas Healthcare.gov practices (actions) that come out of their organizational diagnosis. Implementation according to these priorities can then be planned and scheduled using the timing sequence illustrated. The thick line in this figure represents a time line (often one or two years); each step represents a priority to be accomplished with a set period. The higher the step, the more complex the change required. Given a time line of two years, most organizations can fulfill no more than four or five priority initiatives.