Chapter 3 Strategic Management | 133
FIGURE 2
The Five Major Elements of Strategy
Where will we be active?
(and with how much emphasis?
• Which product categories?
• Which market segments?
• Which geographic areas?
• Which core technologies?
• Which value-creation stages?
Arenas
What will be our speed and sequence How will we get there?
• Internal development?
of moves? Economic Vehicles • Joint ventures?
Logic • Licensing/franchising?
• Speed of expansion? Staging • Acquisitions?
• Sequence of initiatives?
How will we obtain our returns? Differentiators
• Lowest costs through scale advantages?
• Lowest costs through scope and replication advantages?
• Premium prices due to unmatchable service? How will we win?
• Premium prices due to proprietary product features? • Image?
• Customization?
• Price?
• Styling?
• Product reliability?
the biotechnology company noted earlier decided to rely on There are steep learning curves associated with the use
joint ventures to achieve their new presence in Europe, of alternative expansion modes. Research has found, for
while committing to a series of tactical acquisitions for add- instance, that companies can develop highly advantageous,
ing certain therapeutic products to complement their exist- well-honed capabilities in making acquisitions or in manag-
ing line of diagnostic products. ing joint ventures.6 The company that uses various vehicles
on an ad hoc or patchwork basis, without an overarching
The means by which arenas are entered matters greatly. logic and programmatic approach, will be at a severe disad-
Therefore, selection of vehicles should not be an afterthought vantage compared with companies that have such coherence.
or viewed as a mere implementation detail. A decision to
enter new product categories is rife with uncertainty. But Differentiators
that uncertainty may vary immensely depending on whether
the entry is attempted by licensing other companies’ technol- A strategy should specify not only where a firm will be active
ogies, where perhaps the firm has prior experience, or by (arenas) and how it will get there (vehicles), but also how the
acquisitions, where the company is a novice. Failure to firm will win in the marketplace—how it will get customers
explicitly consider and articulate the intended expansion to come its way. In a competitive world, winning is the result
vehicles can result in the hoped-for entry’s being seriously of differentiators, and such edges don’t just happen. Rather,
delayed, unnecessarily costly, or totally stalled.
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134 | Part 1 The Context of Strategic Human Resource Management
they require executives to make upfront, conscious choices first, followed only then by others, and then still others. In
about which weapons will be assembled, honed, and deployed erecting a great building, foundations must be laid, followed
to beat competitors in the fight for customers, revenues, and by walls, and only then the roof.
profits. For example, Gillette uses its proprietary product and
process technology to develop superior razor products, which Of course, in business strategy there is no universally
the company further differentiates through a distinctive, superior sequence. Rather the strategist’s judgment is
aggressively advertised brand image. Goldman Sachs, the required. Consider a printing equipment company that com-
investment bank, provides customers unparalleled service mitted itself to broadening its product line and expanding
by maintaining close relationships with client executives internationally. The executives decided that the new products
and coordinating the array of services it offers to each should be added first, in stage one, because the elite sales
client. Southwest Airlines attracts and retains customers by agents they planned to use for international expansion
offering the lowest possible fares and extraordinary on-time would not be able or willing to represent a narrow product
reliability. line effectively. Even though the executives were anxious to
expand geographically, if they had tried to do so without the
Achieving a compelling marketplace advantage does not more complete line in place, they would have wasted a great
necessarily mean that the company has to be at the extreme deal of time and money. The left half of Figure 3 shows their
on one differentiating dimension; rather, sometimes having two-stage logic.
the best combination of differentiators confers a tremendous
marketplace advantage. This is the philosophy of Honda in The executives of a regional title insurance company, as
automobiles. There are better cars than Hondas, and there part of their new strategy, were committed to becoming
are less expensive cars than Hondas; but many car buyers national in scope through a series of acquisitions. For their
believe that there is no better value—quality for the price— differentiators, they planned to establish a prestigious brand
than a Honda, a strategic position the company has worked backed by aggressive advertising and superb customer ser-
hard to establish and reinforce. vice. But the executives faced a chicken-and-egg problem:
they couldn’t make the acquisitions on favorable terms with-
Regardless of the intended differentiators—image, cus- out the brand image in place; but with only their current
tomization, price, product styling, after-sale services, or limited geographic scope, they couldn’t afford the quantity
others—the critical issue for strategists is to make up-front, or quality of advertising needed to establish the brand.
deliberate choices. Without that, two unfortunate outcomes They decided on a three-stage plan (shown in the right half
loom. One is that, if top management doesn’t attempt to cre- of Figure 3): 1) make selected acquisitions in adjacent
ate unique differentiation, none will occur. Again, differentia- regions, hence becoming a super-regional in size and scale;
tors don’t just materialize; they are very hard to achieve. And 2) invest moderately heavily in advertising and brand-
firms without them lose. building; 3) make acquisitions in additional regions on
more favorable terms (because of the enhanced brand, a
The other negative outcome is that, without up-front, record of growth, and, they hoped, an appreciated stock
careful choices about differentiators, top management may price) while simultaneously continuing to push further in
seek to offer customers across-the-board superiority, trying building the brand.
simultaneously to outdistance competitors on too broad an
array of differentiators—lower price, better service, superior Decisions about staging can be driven by a number of
styling, and so on. Such attempts are doomed, however, factors. One, of course, is resources. Funding and staffing
because of their inherent inconsistencies and extraordinary every envisioned initiative, at the needed levels, is generally
resource demands. In selecting differentiators, strategists not possible at the outset of a new strategic campaign.
should give explicit preference to those few forms of superi- Urgency is a second factor affecting staging; some elements
ority that are mutually reinforcing (e.g., image and product of a strategy may face brief windows of opportunity, requir-
styling), consistent with the firm’s resources and capabilities, ing that they be pursued first and aggressively. A third factor
and, of course, highly valued in the arenas the company has is the achievement of credibility. Attaining certain
targeted. thresholds—in specific arenas, differentiators, or vehicles—
can be critically valuable for attracting resources and stake-
Staging holders that are needed for other parts of the strategy.
A fourth factor is the pursuit of early wins. It may be far
Choices of arenas, vehicles, and differentiators constitute what wiser to successfully tackle a part of the strategy that is rela-
might be called the substance of a strategy—what executives tively doable before attempting more challenging or unfamil-
plan to do. But this substance cries out for decisions on a iar initiatives. These are only some of the factors that might
fourth element—staging, or the speed and sequence of major go into decisions about the speed and sequence of strategic
moves to take in order to heighten the likelihood of success.7 initiatives. However, since the concept of staging has gone
Most strategies do not call for equal, balanced initiatives on all largely unexplored in the strategy literature, it is often given
fronts at all times. Instead, usually some initiatives must come far too little attention by strategists themselves.
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Chapter 3 Strategic Management | 135
FIGURE 3
Examples of Strategic Staging
Printing equipment manufacturer with plans Regional title insurance company with plans to expand
to expand internationally and broaden nationally by acquisition and build a superior,
the product line prestigious brand
Wide Target National Target
Geographic Stage 3
scope Stage 2
Geographic Stage 2
scope Stage 1
Stage 1 Regional
Narrow Currently
Currently
Narrow Wide Weak Strong
Product-line breadth Brand power
Economic Logic In some instances, the economic logic might reside on
the cost side of the profit equation. ARAMARK—adding to
At the heart of a business strategy must be a clear idea of how its pricing leverage—uses its huge scale of operations and
profits will be generated—not just some profits, but profits presence in multiple market segments (business, educational,
above the firm’s cost of capital.8 It is not enough to vaguely healthcare, and correctional-system food service) to achieve a
count on having revenues that are above costs. Unless there’s sizeable cost advantage in food purchases—an advantage that
a compelling basis for it, customers and competitors won’t let competitors cannot duplicate. 6KN Sinter Metals, which has
that happen. And it’s not enough to generate a long list of grown by acquisition to become the world’s major powdered-
reasons why customers will be eager to pay high prices for metals company, benefits greatly from its scale in obtaining
your products, along with a long list of reasons why your raw materials and in exploiting, in country after country, its
costs will be lower than your competitors’. That’s a sure-fire leading-edge capabilities in metal-forming processes.
route to strategic schizophrenia and mediocrity.
In these examples the economic logics are not fleeting or
The most successful strategies have a central economic transitory. They are rooted in the firms’ fundamental and rela-
logic that serves as the fulcrum for profit creation. In some tively enduring capabilities. ARAMARK and the New York
cases, the economic key may be to obtain premium prices by Times can charge premium prices because their offerings are
offering customers a difficult-to-match product. For instance, superior in the eyes of their targeted customers, customers highly
the New York Times is able to charge readers a very high value that superiority, and competitors can’t readily imitate the
price (and strike highly favorable licensing arrangements offerings. ARAMARK and 6KN Sinter Metals have lower costs
with on-line information distributors) because of its excep- than their competitors because of systemic advantages of scale,
tional journalistic quality; in addition, the Times is able to experience, and know-how sharing. Granted, these leads may not
charge advertisers high prices because it delivers a large num- last forever or be completely unassailable, but the economic
ber of dedicated, affluent readers. ARAMARK, the highly logics that are at work at these companies account for their abili-
profitable international food-service company, is able to ties to deliver strong year-in, year-out profits.
obtain premium prices from corporate and institutional cli-
ents by offering a level of customized service and responsive- The Imperative of Strategic
ness that competitors cannot match. The company seeks out Comprehensiveness
only those clients that want superior food service and are
willing to pay for it. For example, once domestic airlines By this point, it should be clear why a strategy needs to
became less interested in distinguishing themselves through encompass all five elements—arenas, vehicles, differentiators,
their in-flight meals, ARAMARK dropped that segment.
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136 | Part 1 The Context of Strategic Human Resource Management
staging, and economic logic. First, all five are important owned stores. IKEA has chosen not to make acquisitions of
enough to require intentionality. Surprisingly, most strategic existing retailers, and it engages in very few joint ventures.
plans emphasize one or two of the elements without giving This reflects top management’s belief that the company
any consideration to the others. Yet to develop a strategy needs to fully control local execution of its highly innovative
without attention to all five leaves critical omissions. retailing concept.
Second, the five elements call not only for choice, but IKEA attracts customers and beats competitors by offer-
also for preparation and investment. All five require certain ing several important differentiators. First, its products are of
capabilities that cannot be generated spontaneously. very reliable quality but are low in price (generally 20 to 30
percent below the competition for comparable quality goods).
Third, all five elements must align with and support Second, in contrast to the stressful, intimidating feeling that
each other. When executives and academics think about shoppers often encounter in conventional furniture stores,
alignment, they typically have in mind that internal organi- IKEA customers are treated to a fun, non-threatening experi-
zational arrangements need to align with strategy (in tribute ence, where they are allowed to wander through a visually
to the maxim that “structure follows strategy”9), but few exciting store with only the help they request. And third,
pay much attention to the consistencies required among the the company strives to make customer fulfillment immediate.
elements of the strategy itself. Specifically, IKEA carries an extensive inventory at each
store, which allows a customer to take the item home or
Finally, it is only after the specification of all five strate- have it delivered the same day. In contrast, conventional
gic elements that the strategist is in the best position to turn furniture retailers show floor models, but then require a 6- to
to designing all the other supporting activities—functional 10-week wait for the delivery of each special-order item.
policies, organizational arrangements, operating programs,
and processes—that are needed to reinforce the strategy. As for staging, or IKEA’s speed and sequence of moves,
The five elements of the strategy diamond can be considered once management realized that its approach would work in a
the hub or central nodes for designing a comprehensive, variety of countries and cultures, the company committed
integrated activity system.10 itself to rapid international expansion, but only one region
at a time. In general, the company’s approach has been to
Comprehensive Strategies at IKEA and use its limited resources to establish an early foothold by
Brake Products International opening a single store in each targeted country. Each such
IKEA: Revolutionizing an Industry entry is supported with aggressive public relations and adver-
tising, in order to lay claim to the radically new retailing con-
So far we have identified and discussed the five elements that cept in that market. Later, IKEA comes back into each
make up a strategy and form our strategy diamond. But a country and fills in with more stores.
strategy is more than simply choices on these five fronts: it
is an integrated, mutually reinforcing set of choices—choices The economic logic of IKEA rests primarily on scale
that form a coherent whole. To illustrate the importance of economies and efficiencies of replication. Although the com-
this coherence we will now discuss two examples of fully pany doesn’t sell absolutely identical products in all its geo-
elaborated strategy diamonds. As a first illustration, consider graphic markets, IKEA has enough standardization that it
the strategic intent of IKEA, the remarkably successful global can take great advantage of being the world’s largest furniture
furniture retailer. IKEA’s strategy over the past 25 years has retailer. Its costs from long-term suppliers are exceedingly
been highly coherent, with all five elements reinforcing each low, and made even lower by IKEA’s proprietary, easy-
other. to-manufacture product designs. In each region, IKEA has
enough scale to achieve substantial distribution and promo-
The arenas in which IKEA operates are well defined: the tional efficiencies. And each individual store is set up as a
company sells relatively inexpensive, contemporary, high-volume operation, allowing further economies in inven-
Scandinavian-style furniture and home furnishings. IKEA’s tories, advertising, and staffing. IKEA’s phased international
target market is young, primarily white-collar customers. expansion has allowed executives to benefit, in country after
The geographic scope is worldwide, or at least all countries country, from what they have learned about site selection,
where socioeconomic and infrastructure conditions support store design, store openings, and ongoing operations. They
the concept. IKEA is not only a retailer, but also maintains are vigilant, astute learners, and they put that learning to
control of product design to ensure the integrity of its unique great economic use.
image and to accumulate unrivaled expertise in designing for
efficient manufacturing. The company, however, does not Note how all of IKEA’s actions (shown in Figure 4) fit
manufacture, relying instead on a host of long-term suppliers together. For example, consider the strong alignment
who ensure efficient, geographically dispersed production. between its targeted arenas and its competitive differentia-
tors. An emphasis on low price, fun, contemporary styling,
As its primary vehicle for getting to its chosen arenas, and instant fulfillment is well suited to the company’s focus
IKEA engages in organic expansion, building its own wholly on young, first-time furniture buyers. Or consider the logical
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Chapter 3 Strategic Management | 137
FIGURE 4
IKEA’s Strategy
Arenas
• Inexpensive contemporary furniture
• Young, white-collar customers
• Worldwide
Arenas
Staging Staging Economic Vehicles Vehicles
Logic • Organic expansion
• Rapid international • Wholly owned stores
expansion, by region
• Early footholds
in each country;
fill in later
Differentiators
Economic Logic Differentiators
• Economies of scale (global, • Very reliable quality
• Low price
regional, and individual-store • Fun, nonthreatening shopping experience
scale) • Instant fulfillment
• Efficiencies from replication
fit between the company’s differentiators and vehicles— Brake Products International: Charting
providing a fun shopping experience and instant fulfillment a New Direction
requires very intricate local execution, which can be achieved
far better through wholly owned stores than by using acqui- The strategy diamond proved very useful when it was applied
sitions, joint ventures, or franchises. These alignments, along by the new executive team of Brake Products International
with others, help account for IKEA’s long string of years with (BPI), a disguised manufacturer of components used in brak-
double-digit sales growth, and current revenues of $8 billion. ing and suspension systems for passenger cars and light
trucks. In recent years, BPI had struggled as the worldwide
The IKEA example allows us to illustrate the strategy auto industry consolidated. Its reaction had been a combina-
diamond with a widely familiar business story. That example, tion of disparate, half-hearted diversification initiatives, alter-
however, is admittedly retrospective, looking backward to nating with across-the-board expense cuts. The net result,
interpret the company’s strategy according to the framework. predictably, was not good, and a new management team
But the real power and role of strategy, of course, is in look- was brought in to try to revive performance. As part of this
ing forward. Based on a careful and complete analysis of a turnaround effort, BPI’s new executives developed a new
company’s environment, marketplace, competitors, and strategic intent by making critical decisions for each of the
internal capabilities, senior managers need to craft a strategic five elements—arenas, vehicles, differentiators, staging, and
intent for their firm. The diamond is a useful framework for economic logic. We will not attempt to convey the analysis
doing just that, as we will now illustrate with a business that gave rise to their choices, but rather (as with the IKEA
whose top executives set out to develop a new strategy that example) will use BPI to illustrate the articulation of a com-
would allow them to break free from a spiral of mediocre prehensive strategy.
profits and stagnant sales.
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138 | Part 1 The Context of Strategic Human Resource Management
For their targeted arenas, BPI executives committed to geographically dispersed operations, it could provide the
expanding beyond their current market scope of North one-stop, low-cost global purchasing that the industry giants
American and European car plants by adding Asia, where increasingly sought.
global carmakers were rapidly expanding. They considered
widening their product range to include additional auto BPI’s executives approached decisions about staging
components, but concluded that their unique design and very deliberately. They felt urgency on various fronts, but
manufacturing expertise was limited to brake and suspension also realized that, after several years of lackluster perfor-
components. They did decide, however, that they should mance, the firm lacked the resources and credibility to do
apply their advanced capability in antilock-braking and elec- everything all at once. As is often the case, decisions about
tronic traction-control systems to develop braking products staging were most important for those initiatives where the
for off-road vehicles, including construction and farm equip- gaps between the status quo and the strategic intent were the
ment. As an additional commitment, executives decided to greatest. For example, executives decided that, in order to
add a new service, systems integration, that would involve provide a clear, early sign of continued commitment to the
bundling BPI products with other related components, from major global auto manufacturers, a critical first step was to
other manufacturers, that form a complete suspension sys- establish the joint ventures with brake manufacturers in Asia.
tem, and then providing the carmakers with easy-to-handle, They felt just as much urgency to gain a first-mover advan-
preassembled systems modules. This initiative would allow tage as a suspension-system integrator. Therefore, manage-
the carmakers to reduce assembly costs significantly, as well ment committed to promptly establish alliances with a
as to deal with a single suspension-system supplier, with sub- select group of manufacturers of other suspension compo-
stantial logistics and inventory savings. nents, and to experiment with one pilot customer. These
two sets of initiatives constituted stage one of BPI’s strategic
The management team identified three major vehicles intent. For stage two, the executives planned to launch the
for achieving BPI’s presence in their selected arenas. First, full versions of the systems-integration and global-reach con-
they were committed to organic internal development of cepts, complete with aggressive marketing. Also in this sec-
new generations of leading-edge braking systems, including ond stage, expansion into the off-road vehicle market would
those for off-road vehicles. To become the preferred commence.
suspension-system integrator for the major auto manufac-
turers, executives decided to enter into strategic alliances BPI’s economic logic hinged on securing premium prices
with the leading producers of other key suspension compo- from its customers, by offering them at least three valuable,
nents. Finally, to serve carmakers that were expanding their difficult-to-imitate benefits. First, BPI was the worldwide tech-
operations in Asia, BPI planned to initiate equity joint ven- nology leader in braking systems; car companies would pay to
tures with brake companies in China, Korea, and Singapore. get access to these products for their new high-end models.
BPI would provide the technology and oversee the Second, BPI would allow global customers an economical sin-
manufacturing of leading-edge, high-quality antilock brakes; gle source for braking products; this would save customers
the Asian partners would take the lead in marketing and gov- considerable contract administration and quality-assurance
ernment relations. costs—savings that they would be willing to share. And third,
through its alliances with major suspension-component man-
BPI’s executives also committed to achieving and ufacturers, BPI would be able to deliver integrated-
exploiting a small set of differentiators. The company was suspension-system kits to customers—again saving customers
already a technology leader, particularly in antilock-braking in purchasing costs, inventory costs, and even assembly costs,
systems and electronic traction-control systems. These pro- for which they would pay a premium.
prietary technologies were seen as centrally important and
would be further nurtured. Executives also believed they BPI’s turnaround was highly successful. The substance
could establish a preeminent position as a systems integrator of the company’s strategy (shown in Figure 5) was critically
of entire suspension assemblies. However, achieving this important in the turnaround, as was the concise strategy
advantage would require new types of manufacturing and statement that was communicated throughout the firm. As
logistics capabilities, as well as new skills in managing rela- the CEO stated:
tionships with other component companies. This would
include an extensive e-business capability that linked BPI We’ve finally identified what we want to be, and what’s
with its suppliers and customers. And finally, as one of the important to us. Just as importantly, we’ve decided what
few brakes/suspension companies with a manufacturing pres- we don’t want to be, and have stopped wasting time
ence in North America and Europe—and now in Asia—BPI and effort. Since we started talking about BPI in terms
executives concluded that they had a potential advantage— of arenas, vehicles, differentiators, staging, and eco-
what they referred to as “global reach”—that was well suited nomic logic, we have been able to get our top team on
to the global consolidation of the automobile industry. If BPI the same page. A whole host of decisions have logically
did a better job of coordinating activities among its fallen into place in support of our comprehensive strate-
gic agenda,
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Chapter 3 Strategic Management | 139
FIGURE 5
BPI’s Strategy
Arenas
• North American, European, and
Asian passenger-car and
light-truck makers
• Brakes and suspension-system
components
• Suspension-system integration
• Braking systems for off-road
vehicles
Staging Arenas Vehicles
• Stage 1: Asian JVs and Staging Economic Vehicles • Internal development of
alliances with Logic new, leading-edge
suspension-component braking products
companies Differentiators
• Strategic alliances with
• Stage 2: Aggressively suspension-component
design and market manufacturers
systems-integration
offering; commence • Joint ventures with brake
off-road vehicle market companies in Asia
Economic Logic Differentiators
• Preferred supplier status and premium pricing, • ABS design technology
• Electronic traction control technology
due to leading-edge technology • Systems integration capability
• E-business capability with
• Preferred supplier status and premium pricing,
by providing customers global solutions suppliers and customers
• Global reach
• Premium pricing by providing customers
integrated kits
Of Strategy, Better Strategy, and No Strategy Fortunately, this is where the wealth of strategic-analysis
tools that have been developed in the last 30 years becomes
Our purpose in this article has been elemental—to identify valuable. Such tools as industry analysis, technology cycles,
what constitutes a strategy. This basic agenda is worthwhile value chains, and core competencies, among others, are
because executives and scholars have lost track of what it very helpful for improving the soundness of strategies.
means to engage in the art of the general. We particularly When we compare these tools and extract their most pow-
hope to counter the recent catchall fragmentation of the erful central messages, several key criteria emerge to help
strategy concept, and to remind strategists that orchestrated executives test the quality of a proposed strategy. These
holism is their charge. criteria are presented in Table 1.11 We strongly encourage
executives to apply these tests throughout the strategy-
But we do not want to be mistaken. We don’t believe design process and especially when a proposed strategy
that it is sufficient to simply make these five sets of choices. emerges.
No—a business needs not just a strategy, but a sound strat-
egy. Some strategies are clearly far better than others.
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140 | Part 1 The Context of Strategic Human Resource Management
There might be those who wonder whether strategy isn’t The appropriate lifespans of business strategies have become
a concept of yesteryear, whose time has come and gone. In an shorter in recent years. Strategy used to be equated with 5- or
era of rapid, discontinuous environmental shifts, isn’t the 10-year horizons, but today a horizon of two to three years is
company that attempts to specify its future just flirting with often more fitting. In any event, strategy does not deal as
disaster? Isn’t it better to be flexible, fast-on-the-feet, ready to much with preordaining the future as it does with assessing
grab opportunities when the right ones come along? current conditions and future likelihoods, then making the
best decisions possible today.
Some of the skepticism about strategy stems from basic
misconceptions. First, a strategy need not be static: it can Strategy is not primarily about planning. It is about
evolve and be adjusted on an ongoing basis. Unexpected intentional, informed, and integrated choices. The noted stra-
opportunities need not be ignored because they are outside tegic thinkers Gary Hamel and C. K. Prahalad said: “[A com-
the strategy. Second, a strategy doesn’t require a business to pany’s] leadership cannot be planned for, but neither can it
become rigid. Some of the best strategies for today’s turbulent happen without a grand and well-considered aspiration.”12
environment keep multiple options open and build in desir- We offer the strategy diamond as a way to craft and articulate
able flexibility—through alliances, outsourcing, leased assets, a business aspiration.
toehold investments in promising technologies, and numer-
ous other means. A strategy can help to intentionally build in Source: D. Hambrick and W. Fredrickson, “Are You Sure You Have a
many forms of flexibility—if that’s what is called for. Third, a Strategy?” Academy of Management Executive, 2005, Vol. 19, No. 4,
strategy doesn’t deal only with an unknowable, distant future. © 2001, p. 51. Reprinted by permission.
Table 1
Testing the Quality of Your Strategy
Key Evaluation Criteria
1. Does your strategy fit with what’s going on in the environment?
Is there healthy profit potential where you’re headed? Does your strategy align with the key success factors of your
chosen environment?
2. Does your strategy exploit your key resources?
With your particular mix of resources, does this strategy give you a good head start on competitors? Can you pur-
sue this strategy more economically than competitors?
3. Will your envisioned differentiators be sustainable?
Will competitors have difficulty matching you? If not, does your strategy explicitly include a ceaseless regimen of
innovation and opportunity creation?
4. Are the elements of your strategy internally consistent?
Have you made choices of arenas, vehicles, differentiators, and staging, and economic logic? Do they all fit and
mutually reinforce each other?
5. Do you have enough resources to pursue this strategy?
Do you have the money, managerial time, and talent, and other capabilities to do all you envision? Are you sure
you’re not spreading your resources too thinly, only to be left with a collection of feeble positions?
6. Is your strategy implementable?
Will your key constituencies allow you to pursue this strategy? Can your organization make it through the transi-
tion? Are you and your management team able and willing to lead the required changes?
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Chapter 3 Strategic Management | 141
Acknowledgments Richard D. Irwin Publishing: and Mintzberg, H. 1973.
Strategy making in three modes. California Manage-
We thank the following people for helpful suggestions: Ralph ment Review, 15: 44–53.
Biggadike, Warren Boeker, Kathy Harrigan, Paul Ingram,
Xavier Martin, Atul Nerkar, and Jaeyong Song. 5. Drucker, P. 1954. The practice of management. New
York: Harper & Row.
ENDNOTES
6. Haleblian, J., & Finkelstein, S. 1999. The influence of
1. Porter, M. E. 1980. Competitive strategy. New York: organizational acquisition experience on acquisition
The Free Press, provides an in-depth discussion of the performance: A behavioral learning perspective.
five-forces model. Hypercompetition is addressed in Administrative Science Quarterly 44: 29–56.
D’Aveni, R. A. 1994. Hypercompetition. New York:
The Free Press. The resource-based view of the firm is 7. Eisenhardt, K. M., & Brown, S. L 1998. Time pacing:
discussed in Barney, J. 1991. Firm resources and sus- Competing in markets that won’t stand still. Harvard
tained competitive advantage. Journal of Management Business Review, March-April: 59–69, discusses “time
17: 99–120. See Brandenburger, M., & Nalebuff, R.J. pacing” as a component of a process of contending
1995. The right game: Use game theory to shape with rapidly changing environments.
strategy. Harvard Business Review, July-August: 57–71,
for a discussion of co-opetition. 8. The collapse of stock market valuations for Internet
companies lacking in profits—or any prospect of
2. Bianco, A., & Moore, P. L 2001. Downfall: The inside profits—marked a return to economic reality. Profits
story of the management fiasco at Xerox. Business- above the firm’s cost of capital are required in order to
Week, 5 March 2001. yield sustained or longer-term shareholder returns.
3. A widely applicable framework for strategy imple- 9. Galbraith & Kazanjian, op. cit, and Hambrick & Can-
mentation is discussed in Galbraith, J. R., & Kazanjian, nella, op. cit
R. K. 1986. Strategy implementation: Structure, systems
and process, 2nd ed. St. Paul West Publishing. A sim- 10. Porter, M. E. 1996. What is strategy? Harvard Business
ilar tool is offered in Hambrick, D. C., & Cannella, A. Review, November-December: 61–78.
1989. Strategy implementation as substance and sell-
ing. The Academy of Management Executive, 3(4): 11. See Tilles, S. 1963. How to evaluate strategy. Harvard
278–285. Business Review, July–August: 112–121, for a classic,
but more limited, set of evaluative tests.
4. This observation has been made for years by many
contributors, including Quinn, J. B. 1980. Strategies for 12. See Hamel, G., & Prahalad, C. K. 1993. Strategy as
change: Logical incrementalism. Homewood, IL: stretch and leverage. Harvard Business Review, March-
April: 84–91.
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142 | Part 1 The Context of Strategic Human Resource Management
READING 3.2
Bringing Human Resources Back into
Strategic Planning
Robert A. Simpkins
When was the last time that you can recall senior leadership the world was a very different place. Technology and pro-
in your organization asking for the HR department’s help in cesses have undoubtedly changed many times, and the way
creating an organization’s strategic plan? For that matter, that employees interact with the newer technologies has also
when was the last time that the HR organization even knew changed. What customers value and why they prefer one orga-
that a new or revised strategic plan was being created? nization’s products or services over another organization’s are
also in constant shift. The competition’s market position and
If your HR organization is like most others, informative capabilities probably changed frequently. And something in
consultation takes place only after the plan is constructed to the general operational environment (global, regulatory, eco-
ensure that HR will be able to provide the right number of nomic, psychological, and demographic issues, etc.) changed
people, in the right place, with the right training. At this in a dynamic way every day. Most importantly, and something
point, the contribution of the HR department will be too that is critical to all HR professionals, organizational associates’
little, too late—too little because you lack adequate informa- attitudes and opinions change more often than in the past as
tion about why personnel with specific or generalized capa- to whom they wish to work for and why they wish to perform
bilities are required and too late to meet the requirements in a particular job.
the necessitated time frame. Unfortunately, this sequence of
events has become commonplace in too many organizations. The second reason for this senior-management discon-
Why is this trend occurring, why does it need to be reversed, nect occurs when leaders are brought in from outside the
and what can HR executives do to make sure it is reversed in organization. The result is a deficiency of contextual under-
their organizations? standing. They often lack an appreciation of what is actually
taking place in the new organization and what it will take to
In today’s increasingly fast-paced and competitive envi- move it toward renewed, improved, or sustained success.
ronment, a troubling mindset has begun to unfold among Don’t get me wrong—organizations need an occasional infu-
senior leadership. It doesn’t matter whether we are focusing sion of new thinking from intelligent leaders who have a suc-
on private enterprise, not-for-profit, government, or cessful track record, albeit sometimes in very different
military organizations; leaders are becoming, either by organizations. Over and over again, however, organizations
choice or through carelessness, more and more isolated have paid huge sums of money to successful leaders who
from the daily operational realities of the very entities they have achieved great results in other organizations, industries,
are charged with guiding. There has never been a time or environments only to watch them become incapable of
like the present when those given the top responsibility in leading the new organization. This is most often due to
organizations actually know so little about what is happening their lack of operational familiarity and initial ignorance of
operationally on a day-by-day basis in their own the indigenous and deeply ingrained thought process behind
organizations. problem solving in their new organization.
There are two primary reasons for this challenging When these imported leaders realize their deficiencies,
occurrence. First, if your leaders are developed from talent they frequently ask operational heads to provide them with
within the organization and internally promoted up the archival activity-based counts. In other words, they want to
ranks, it is very likely that remarkable changes have occurred know how many times something has been, or is being, done
since they last performed the frontline functions themselves. so they can benchmark it against some other more familiar
In other words, when they performed the operational jobs, organization’s best practices, even when the bench-marked
organization is in a completely different environment.
© 2008 Wiley Periodicals, Inc. The result is that these new leaders, in very short order,
Published online in Wiley InterScience (www.interscience.wiley. become overwhelmed with information when, in fact, what
com). DOI 10.1002/ert.20212
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Chapter 3 Strategic Management | 143
they really need is performance-based measurements that ensuring the success of any planning effort. We also take a look
determine where the organization currently is and how fast at real-life organizations who probably fell short in integrating
it is moving toward a specific goal. More activity-based HR into a specific stage, as well as look at some of the very few
counting leads to more confusion. More confusion leads to (sadly) who have recognized and integrated the strength of the
more activity-based counting. In no time at all, the employees HR department into their planning process.
of the organization will find themselves spending a larger
percentage of their time filling out count sheets than they Understand the Planning Legacy
do on the functional role for which they were hired. This is First, there is a need to review and understand the historical
not an effective foundation for creating an actionable strate- legacy of strategies and strategic planning in an organization
gic plan. (even newly merged ones). Answers to the following ques-
tions can help in getting a picture of the type of planning
It’s time for HR, with its knowledge of which employees that has been undertaken previously:
possess operational expertise, to take back the role as primary
process managers to any strategic planning initiative. To put • What’s been done before?
it in a more straightforward way, the HR department must • What was the result of any previous work?
become an organization’s visibly recognized authority about • Where were the successes and failures?
the strategic-planning process and its experts in overcoming • How have employees been affected?
the obstacles that often prevent planning success. This does • What is the organizational attitude, at all levels, toward
not mean the HR department should do the strategic plan-
ning for an organization; rather, it should be the conduit for the strategic planning process and the resulting plans?
subject-matter contribution and the linchpin that sustains
and holds the process together. Without this knowledge, strategic planning teams will often
repeat the same mistakes of their predecessors. Human resources
Stepping back for a moment, let’s take a look at a sadly departments have the ability to conduct this type of research at
typical strategic planning sequence of events. In most cases, an all levels of the organization. HR must proactively assure that
organization has an ill-defined process that cycles something they have access to key senior leaders, middle management,
like this: (1) excitement for a hot new-fad planning model; and operational personnel and be recognized by various vertical
(2) deployment of a fluffy, imprecise, and foundationless strat- and horizontal departments as an entity that can effectively and
egy; (3) frustration with the slow pace and poor quality of efficiently gather pertinent information. In other words, HR
implementation resulting from varying levels of resistance; must gain knowledge of, and become skilled at, strategic plan-
(4) disillusionment with the whole effort; and (5) abandonment ning’s best practices and drive the acceptance of their knowledge
in favor of the next fad planning model. If a final strategic plan across the organization—not when senior leaders decide to cre-
is ever rolled out, the employees often express amusement ate a new strategy, but prior to any initiative.
because, based on past experience:
Going back a few years, consider the merger (or acquisi-
• They don’t believe the organization really means it tion) of America Online and Time Warner. AOL was created
because they’ve seen far too many previous examples of during the earliest upswing in the new world of the Internet.
a lack of sustained leadership commitment. Dynamic and innovative, they represented the extremely rapid
growth in the need for information management and manipu-
• They know the organization doesn’t have a chance of lation. Their employees were young, flexible, and had a whole
achieving it because they know the realities of the lot of new ideas about a newly emerging marketplace. Time
operational environment and availability of resources Warner, itself a product of many, many mergers and acquisi-
(people, time, tools, and money). tions, represented the old-line diversified media powerhouse.
Bureaucratic and rigidly structured, their growth was starting
• They don’t see how it relates to their functional work to slow down as they searched for new markets. Their employ-
because the plan is too high level and neglects to make a ees were more middle and older age, conservative, and search-
connection to each person’s accountability for the success ing for new ideas. Although it would be easy to blame one or
of the plan. the other for the lack of the initial harmonious integration, I
suspect the fault lies with both. In AOL’s case, the planning
Steps To Creating A Strategic Plan environment was populated with individuals who had no expe-
rience with setbacks and challenges and knew only rapid growth
To build their own expertise, HR leaders must be knowledgeable with no end in sight. In Time Warner’s case, strategic planning
about the primary and elemental steps to creating a successful, was done by a high-level team reporting to senior leadership.
actionable, and measurable strategic plan, not just another pretty Do you think the legacy of strategic planning would be very
binder that collects dust on a workplace shelf until the outer shell different in each firm? A proactive, combined HR team could
is needed for some other project. Successful and valued strategic have evaluated and adjusted for these legacy differences.
planning consists of specific steps or stages. These are outlined
below with a description of how HR can contribute toward
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144 | Part 1 The Context of Strategic Human Resource Management
Create a Diverse Planning Team Here again, the HR department is the key to a successful
Next is team formation—the formation of an intelligent strategic-planning process. HR is not only the “owner” of the
strategic-planning team. This includes two critical issues: physical bodies within the organization, but also the coordi-
diversity of thought and diversity of skills. Diversity should nator of intellectual details that knows exactly where a specific
encompass, as any HR manager knows, more than just gen- knowledge or functional expertise resides. Proper selection
der and race. Although these two areas are very important, and usage of these aptitudes in the planning process can best
diversity regarding age, experience, knowledge, skills, region- be managed by personnel professionals. HR knows each
alism, culture, education, and personality should also be val- employee’s capabilities at the point of being hired, what new
ued. Each of these categories, with all their subsets, brings skills the employee acquired through training and practice,
varying perceptions and understanding of realities and events and his or her success at applying the skills while on the job.
to the planning table. If an organization doesn’t recognize
the value of diversity, and incorporate it into the strategic During the next steps in the strategic-planning process,
planning team, there is little likelihood of success. Skill operational expertise will be required to interpret and clarify
requirements are also critically important to planning suc- data from all parts of the organization. Members from the
cess. In addition to having knowledge about a particular law department can provide critical information about legal,
organizational process or function, a team must be formed regulatory, and contractual issues. Production personnel can
with a variety of strategic-planning-required skills that provide knowledge about the realities of the daily operational
include, but should not be limited to, team management, requirements. Marketing can provide intelligence about
project management, interviewing, critical analysis, collabora- changes in the targeted markets and competition. Sales and
tion, negotiations, time management, scenario or simulation the customer service representatives can provide intimate
planning, trend analysis, market analysis, perspective analy- knowledge about customer values. Members of the finance
sis, supply-chain analysis, research, value-proposition analy- department can provide important details about cash flow
sis, competitive analysis, finance and accounting, regulatory and availability. Quality staff and research can also bring
research and compliance, and communications (oral and great expertise to the planning process. There is no part of
written). It’s not that everyone on the team must possess all your organization that can’t provide some intelligence to a
these skills, but the capability must be present somewhere on strategic plan. Remember, though, as you select contributors
the strategic planning team. Note that if you are a global or to the planning team, they must have enthusiasm, time, and
globalizing organization you should include team members knowledge to be a part of any strategic planning effort.
who have a strong understanding of civilizations, values, and
cultures. A great example of this step would be Southwest
Airlines, probably the only airline making a profit during
It would be wrong to assemble a strategic planning team these difficult times. Of course, as all its publicity correctly
from only one hierarchal level in your organization. In my states, Southwest likes to make sure its employees have fun
most recent book, Not Another Pretty Binder: Strategic Plan- at work. But, when it comes to planning, Southwest’s
ning That Actually Works (HRD Press, 2008), I described approach can best be summed up by Colleen C. Barret, retir-
three typical scenarios often found in team formation: ing president of the airline and the one primarily responsible
for employee and customer satisfaction over her rise from
1. The overpowered team. This consists only of senior lea- secretary to head of the airline. A close partner to Southwest’s
ders and is often found assembling a plan behind some legendary founder, Herb Kelleher, she once said “When it
secretive closed doors. The plan won’t work because it is, comes to getting things done, we need fewer architects and
typically, too vague and rests heavily on only long-term more bricklayers.”
visionary thinking.
Align Planning with Leadership Goals
2. The underpowered team. Here, the team consists of only The next step in strategic planning is leadership alignment.
middle or lower management. The plan will come out What is the direction of the organization, as envisioned by
too tactical and short-term in its perspective, and so it the organization’s highest-level leadership, and what are their
will likely meet with resistance from senior leaders. personally important issues? In this stage, a comprehensive
examination must be made of leadership’s vision and mission
3. The tow-truck team. In this case, the charter to develop a statements, plus any other visionary thoughts they might
strategic plan is given to individuals who don’t have a lot have. If the eventual strategic plan does not integrate and
to do because they are nearing retirement or in transition support their directional perceptions, the plan will be treated
between assignments. The resulting strategic plan will as a failure and tossed aside.
never work because the developers of the plan have
little or no vested interest in its outcome because they HR, once again, must set the stage for access to the senior
won’t be around to see the consequences of its full leaders and help facilitate effective and well-structured
deployment.
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Chapter 3 Strategic Management | 145
interviewing sessions that will uncover their thinking. It should necessary to participate on the planning, conduct the
be noted, though, that HR should not be the only department research, and make a successful contribution to the initiative,
responsible for actually conducting the interviews with senior avoiding departmental distractions that can undermine team
leaders. Additional selected team members, with their specific efforts. In addition, by being part of the team, HR profes-
operational expertise, should be in on the interviews to help sionals can provide expertise about laws and regulations
bring clarity to statements and dialogues. affecting existing and potential employees, plus any informa-
tion gleaned from employee surveys. Finally, HR profes-
I have had the privilege of working for several years with sionals can help structure, coordinate, align, and distribute
the U.S. Army National Guard in almost every state and ter- any and all communications about the strategic plan (with
ritory. The deliverable was to create a strategic plan. Sadly, in senior leadership approval, of course) before initiative devel-
most states and territories, there was an absence of visionary opment, during plan creation, and after the rollout.
communications from the Office of The Adjutant General
(TAG; the top person in each state and territory). The great- If you want to emulate an organization, look to Nord-
est successes, though, came from those where the TAG strom, the high-end department store. When its HR leader
was willing (and able) to convey a clear understanding to was asked how the company trained employees to be so
the team about the short, intermediate, and long-term good, he said it didn’t train them. Nordstrom hired the best
vision of the specific Guard. The incentive for doing so people and let them develop their own ideas about providing
was always based on the HR officer clearly conveying the the best customer service.
rationale and benefits for doing so to the most senior
leadership. Develop Alternative Performance Options
Once the realities of the organization are clear, to the point,
Analyze Current Realities and measurable, the planning team must work on alternative
Moving on through the strategic planning process, it would development options—to determine how to fix current
now be time to analyze the organizational realities. The plan- performance-improvement problems and address future
ning team is in possession of the legacy experiences to know transformational issues. Any good strategy planning team
what has and hasn’t worked in the past, a full and diverse knows that there is always more than one way to fix a prob-
team, and an understanding of the senior leader’s percep- lem, so they evaluate multiple solutions. They do this by
tions. The planning team must compare the organization’s determining where the organization needs to be changed,
history with its current status and determine the aspects of the priorities of change, and what requirements are needed
the organization and its environment that can be leveraged to to achieve the desired change. Weighing these options will
move it forward and support the visionary and mission direc- establish prioritized action plans.
tion, as well as identify the aspects that will present obstacles
and pitfalls to moving forward. This is typically done with This may be, in addition to the team-building activity,
the SWOT process (which analyzes strengths, weaknesses, one of the most important stages for HR involvement.
opportunities, and threats). This is a great tool for planning Human resources is the only department that can determine,
teams, where every relevant piece of information (hard and with any degree of accuracy, what resources (people, time,
soft) is categorized into one of four boxes. Identifying the tools, and money) realistically exist in the current organiza-
organization’s internal strengths and weaknesses will deter- tion, which ones can be acquired from outside the organiza-
mine the organization’s ability to achieve its shorter-term tion, and which ones can be redistributed around the
purpose and mission. Determining the organization’s future organization to achieve any alternative options. Until this
external opportunities and threats will clarify the thinking knowledge is applied to the strategic planning process, alter-
behind the longer-term vision and suggest what could pre- native solutions have a potential for being meaningless.
vent the company from achieving it. To complete a SWOT
analysis with any degree of accuracy, specific functional It always amazes me when I hear that an organization
expertise must come from those who know what the organi- has lost its direction because of changes in reality. I was once
zational reality is at the current time, where it’s been, and with a group from NASA, the famed governmental space
what is the trend. organization, and asked them how their customers (the U.S.
taxpayers) viewed NASA’s value. They told me “wonderful—
The HR department is very essential to this stage. HR they think we are one of America’s greatest assets.” I asked
managers help select the subject-matter experts who can best them how they knew that, and they answered that they had
determine the realities. Although they may not have enterpri- conducted a survey and that was the answer that those over
sewide knowledge of the organization, they know their spe- 40 years of age gave. I asked them about the responses from
cific operation or processes better than others. Also, HR helps those under 40, and they told me that they generally consid-
coordinate with the managers of the experts the time ered NASA to be inconsequential. I asked them whether that
answer bothered them, and they said it didn’t “because
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146 | Part 1 The Context of Strategic Human Resource Management
NASA’s budget came from Congress and they were all over Perhaps an example, and one that was very close to me
40!” These were rocket scientists, and yet they couldn’t see personally, was when the original AT&T bought NCR in a
the need for assessing alternative realities that would inevita- very hostile takeover. The visionary rationale for the acqui-
bly arrive down the road when those under 40 grow older sition was sound—NCR had an international presence and
and become the budget makers for Congress. AT&T did not. If AT&T was to globalize, something they’d
been wanting to do since the spin-off of ITT in 1958,
Measure Progress then they needed someone with experience and infrastruc-
The next stage of strategic planning is to construct a score- ture. There were so many things that went wrong with this
card that clearly identifies specific improvement actions that acquisition that it’s hard to know where to start. But one of
are being taken to measure progress and communicate suc- the most visible was that no existing strategic business
cess. There’s been a lot of talk in the popular media about unit’s president had the slightest idea of how to integrate
a balanced scorecard, but, if the previous stage was done cor- NCR into a complementary operational model. No one
rectly, organizational priorities will actually be given different knew what their accountability was for making the merger
weights from less important activities. work.
The reality is that strategic plans will end up unbal- Deploy the Strategic Plan
anced, and that’s OK. Any organization will always be con- One of the final steps in strategic planning is to deploy, or roll
strained by availability of resources, and therefore the out, the new or revised strategy. Although there are several
deployment of these resources will, by necessity, be in areas components to this activity, perhaps the most important is to
that will achieve the greatest organizational improvement. develop effective communication models that make sure
enthusiasm and positive attitudes are maintained. Nothing
The recommendation for HR’s involvement in this stage succeeds like success, and it’s important that the team dem-
is, first, to make sure that the scorecard language and the onstrate, as quickly as possible, improvement, even if it is
associated measurements are clear and understandable to all only for a small component of the plan.
personnel in all departments at all levels. If this doesn’t occur
and individuals in the organization don’t recognize the lan- HR, once again, must play a visible role in the creation
guage or how it addresses their specific needs, the plan will be and distribution of all communications related to a strategic
written off as “fluff.” Also, HR, once again, needs to make plan. The HR team must prepare an information-sharing
sure there are the necessary human resources to complete plan that recognizes the variations in the informational
whatever actions have been designed. needs of different departments and how best to deliver infor-
mation to them. Once a unique model is in place, HR must
Over and over again, I’ve been called into an organiza- assure clarity by testing the understanding of the communi-
tion because the senior leadership can’t figure out why their cated message and make proper and continuous adjustments
strategic plan is not being implemented well or not at all. to improve it. Remember, it’s not what’s said but what people
Upon an exhaustive analysis, it becomes clear the vision is hear that drives employee opinion.
bigger than the realities. Think of it like this: have you ever
tried to carry more bags of groceries than your arms could Think about how often you have heard a senior leader in
hold? The result is disaster. business or government say he or she had been misquoted.
Organizations abhor an absence of communications. If real
Once the strategic planning team has a solid scorecard knowledge isn’t available, rumors will quickly fill in the empty
based on the comparative analysis between the vision/ spaces. When Airbus, a major competitor to Boeing, began to
mission/purpose and the organizational realities, it will be have some problems with development of new planes, the com-
able to measure near-term and long-term performance. The munications became a catastrophe. Unions, suppliers, financial
scorecard will prescribe some immediate performance- partners, investment analysts, and customers began to question
improvement activities, as well as long-term transformational their strategic plan. Only after a change of leadership resulting
activities. in improved communications did the organization get back to
doing what it does so well—producing aircraft.
It is also important at this juncture to assign a person to
be accountable for each planned action, including assuring that Develop Contingency Plans
the action is being performed and progress toward a goal is Although we consider this the final step, the reality is that
being measured, recognizing any deviations from the plan, and strategic planning is a continuous process. Contingency
reporting progress back to the planning team. HR departments plans help sustain the process. It’s very easy for a strategic
help facilitate this aspect of planning by assuring that those plan to melt away when the urgent replaces the important.
individuals selected to manage the action actually understand Remember the old, but true, saying: “What can go wrong will
their accountability and have the capability to sustain and go wrong.” For every short- and long-term improvement
complete the actions. HR can also help by making sure that
all the strategic-initiative timelines are realistic, considering the
requirements of the regular production schedule.
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Chapter 3 Strategic Management | 147
action shown on the strategy scorecard, a team must work years ago with both of these fine institutions, I know how
proactively to develop a contingency plan—alternative valuable they are to our country. The only problem was
approaches to achieving the goal if realities change and the that the White House team was not working on a contin-
developed action is no longer feasible. If team members wait gency plan, but a disaster-recovery plan. Contingency plans
for the engine to derail before they consider how to get the must be done during the development of a strategic plan and
train back on the track, precious time will be lost that will, not “when the train falls off the track.” I know a lot of people
most likely, negatively affect the perception and results of the at the two firms, and I know they know the difference!
strategy.
As this strategic-planning process demonstrates, HR
Human resource team members must make a major con- can, and must, play a proactive and premeditated role in
tribution to this stage by assuring that a contingency plan is the development of the planning process. From the legacy
created for every action, by helping determine the true cause- to the contingency, HR professionals are uniquely vital to
and-effect relationship for any deviations or anomalies in the the success of each stage, as well as the overall strategy attain-
measured progress or results, and by preparing team members ment. If an organization needs outside assistance, it should be
to approach any problems with critical-thinking capabilities. from those who recognize the intricacies of strategic planning
and the role that HR can play in it. Educate your senior lead-
This past summer, as the home-mortgage crisis reached ership early about your contributing value and become the
a critical point, the White House stated that it had gathered a driver of strategic change in your organization.
group of financial minds together to come up with a contin-
gency plan for the mortgage-landing institutions of Fannie Source: Robert A. Simpkins, © 2008 Wiley Periodicals, Inc.
Mae and Freddie Mac if they failed. Having worked several
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
4C H A P T E R
The Evolving/Strategic Role of
Human Resource Management
LEARNING Strategic HR at Netflix
OBJECTIVES
Online movie rental subscription service Netflix utilizes a very nontraditional
• Understand the approach to human resource (HR) management. During the early years of its
fundamental differences launch, senior management at Netflix realized that the talent they sought had a
between traditional and multitude of employment opportunities and that Netflix had to offer something
strategic human resource distinctive to its recruits and employees if the company were to prosper. Hence,
they sought to develop a company culture that attracted individuals who identi-
• Explain why some fied with and understood the business, sought a flexible working environment,
organizations still fail to and wanted to work with other high-performing peers.
deliver human resource
strategically Netflix headquarters, unlike that of other technology companies, requires no
employee identification badges, has no security checkpoints, and encourages
• Describe the outcomes and employees to come and go as they please. Participation in meetings is often virtual,
benefits of strategic human at the discretion of the employee, from employee homes, coffee shops, or even
resource employee cars. The CEO himself has no office at headquarters. Netflix has no policy
regarding vacation or means by which vacation is “counted”; rather, employees
• Understand how different decide how much vacation or other leave to take and when it will be taken. This is a
company strategies might reflection of the company philosophy of focusing on what people get done rather
result in the need for than the amount of time spent working and that creativity, which benefits the
human resource to assume employer, is often stimulated outside of the workplace and regular work hours. Simi-
different primary roles larly, employees have no limits on expense accounts related to travel or entertain-
ment but rather use their own judgment as part of “acting in Netflix’s best interests.”
The type of creative employee Netflix seeks thrives on freedom and is
guided by Netflix’s definition of success: continued growth in revenue, profits,
and reputation. Netflix provides no formal training to employees and
encourages employees to self-manage their own career development. Similarly,
the company provides no annual bonuses or long-term incentives but pays
highly competitive salaries, which are adjusted annually on an individual basis.
Salary may be taken in cash or a combination of cash and company stock
options, which vest immediately. Evidence of whether or not this approach
works for Netflix is reflected in the fact that from 2009 to 2011 both subscrip-
tions and revenues doubled to 26 million and $3.2 billion, respectively.1
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150 | Part 1 The Context of Strategic Human Resource Management
T he role of HR management in organizations has been evolving dramatically in recent years.
The days of HR as the “personnel department”—performing recordkeeping, paper pushing, file
maintenance, and other largely clerical functions—are over. Any organization that continues to
utilize its HR function solely to perform these administrative duties does not understand the con-
tributions that HR can make to an organization’s performance. In the most financially successful
organizations, HR is increasingly being seen as a critical strategic partner and assuming far-
reaching and transformational roles and responsibilities.
Taking a strategic approach to HR management involves abandoning the mindset and practices
of “personnel management” and focusing more on strategic issues than operational issues. Strategic
HR management involves making the function of managing people the most important priority in
the organization and integrating all HR programs and policies within the framework of a
company’s strategy. Strategic HR management realizes that people make or break an organization
because all decisions made regarding finance, marketing, operations, or technology are made by an
organization’s people.
Strategic HR management involves the development of a consistent, aligned collection of practices,
programs, and policies to facilitate the achievement of the organization’s strategic objectives. It considers
the implications of corporate strategy for all HR systems within an organization by translating company
objectives into specific people management systems. The specific approach and process utilized will
vary from organization to organization, but the key concept is consistent; essentially all HR programs
and policies are integrated within a larger framework facilitating, in general, the organization’s mission
and, specifically, its objectives.
Probably, the single-most important caveat of strategic HR management is that there is no one
best way to manage people in any given organization. Even within a given industry, HR practices
can vary extensively from one organization to another, as seen in Reading 4.1, “Distinctive Human
Resources Are Firms’ Core Competencies,” and in any organization, a critical prerequisite for success
is people management systems that clearly support the organization’s mission and strategy.
Establishing a strong HR strategy that is clearly linked to the organization’s strategy is not
enough. HR strategy needs to be communicated, practiced, and—perhaps most important—spelled
out and written down. A recent study by global consulting firm Pricewaterhouse Coopers found
that those organizations with a written HR strategy tend to be more profitable than those without
one.2 It appears that writing down an organization’s HR strategy facilitates the process of
involvement and buy-in on the parts of both senior executives and other employees. The study
found that organizations with a specific written HR strategy had revenues per employee that are 35
percent higher than organizations without a written strategy and that those organizations with a
written strategy had 12 percent less employee absenteeism and lower turnover.3
Strategic HR at General Electric
With revenues exceeding $100 billion annually, General Electric (GE) operates in more than
100 countries, employing more than 290,000 people, including 155,000 in the United States.
A key component to GE’s success is the belief that the HR function is a critical factor in driv-
ing its performance, worldwide. The importance of GE’s people to the attainment of its cor-
porate objectives is echoed at even the highest levels of the organization. Former GE CEO
Jack Welch, in his annual letter to shareholders, refers to GE as “evolving to a company of
A’ products and A’ services delivered by A’ players.”
Susan Peters, vice president of HR at GE Appliances, has noted that at GE, the HR
function is “truly a value-added business partner who is a fully participating member of the
business decision making team.” At GE, HR executives are expected to have a keen under-
standing of the factors that are critical to the success of the business, including finance, mar-
keting, and operations issues. Top management feels that it would otherwise not be possible
to develop HR programs and policies that support business goals.
To support this need, newly hired HR professionals attend a comprehensive Human
Resources Leadership Program (HRLP), designed to allow them to assume this critical role
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 151
as a strategic partner. Those who enroll in the HRLP commit to an extensive period of
training, conducted over a two-year period. During this time, they develop skills through a
combination of hands-on rotational assignments and training seminars. These assignments
include working both in HR as well as in non-HR operating divisions to allow enrollees to
develop an understanding of the numerous factors that impact the success of the individual
business units. In addition to recruiting talent from top business schools across the country,
GE also recruits internally from other functions within GE. These individuals receive special-
ized training in HR that augments the operating experience they have within GE. In both
cases, GE ensures that its HR professionals have technical HR knowledge as well as a keen
understanding of the business in which they work to allow them to meet expectations and
fully contribute to their business as a true strategic partner?4
Strategic HR Versus Traditional HR
Strategic HR can be contrasted to the more traditional administrative focus of HR through an
examination of four different roles that HR can play in an organization. Ulrich developed a frame-
work, presented in Exhibit 4.1, which proposes an entirely new role and agenda for HR that
focuses less on traditional functional activities, such as compensation and staffing, and more on
outcomes.5 In this scenario, HR would be defined not by what it does but rather by what it deli-
vers. Ideally, HR should deliver results that enrich the organization’s value to its customers, its
investors, and its employees. This can be accomplished through four roles: by HR becoming (1) a
partner with senior and line managers in strategy execution; (2) an expert in the way that work is
organized and executed; (3) a champion for employees, working to increase employee contribution
and commitment to the organization; and (4) an agent of continuous transformation who shapes
processes and culture to improve an organization’s capacity for change.
EXHIBIT 4.1 Possible Roles Assumed by the HR Function
Strategic Focus
Strategic Partner Change Agent
Employee Champion
Systems People
Administrative Expert
Operational Focus © Cengage Learning
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152 | Part 1 The Context of Strategic Human Resource Management
The first role involves becoming a partner in strategy execution. Here, HR is held responsible
for the organizational architecture or structure. HR would then conduct an organizational audit to
help managers identify those components that need to be changed to facilitate strategy execution.
HR should then identify methods for renovating the parts of the organizational architecture that
need it. Finally, HR would take stock of its own work and set clear priorities to ensure delivery
of results. These activities require HR executives to acquire new skills and capabilities to allow
HR to add value for the executive team with confidence.
For decades, HR professionals have fulfilled an administrative function within their organiza-
tions. In the administrative expert role, these individuals should shed their image of rule-making
police while ensuring that the required routine work still gets done effectively and efficiently.
This requires improving or “rethinking” a number of traditional HR functions, such as benefits
and selection, which now can be automated by using technology and therefore be more cost-
efficient. Such streamlining of functions would help HR professionals become strategic partners
in their organizations and enhance their credibility.
An organization cannot thrive unless its employees are committed to and fully engaged in the
organization and their jobs. In the new role of employee champion, HR professionals are held
accountable for ensuring that employees are fully engaged in and committed to the organization.
This involves, in part, partnering with line management to enhance employee morale and training
line managers to recognize—and avoid—the causes of low morale, such as unclear goals, unfo-
cused priorities, and ambiguous performance management. It also involves acting as an advocate
for employees, representing them and being their voice with senior management, particularly on
decisions that impact them directly.
The pace of change experienced by organizations today can be dizzying. As a change agent,
HR has to be able to build the organization’s capacity to embrace and capitalize on new situations,
ensuring that change initiatives are defined, developed, and delivered in a timely manner. HR also
needs to help the organization plan for and overcome any resistance to change that might present
itself. Particularly challenging are any efforts to alter the organization’s culture.
HR Roles at Mercantile Bank
One organization that has effectively redesigned its HR function to assume all four roles is
Mercantile Bank. Headquartered in St. Louis, Missouri, Mercantile Bank is a multibank hold-
ing company, with $131 billion in assets and more than 10,000 employees. The bank strate-
gically redesigned its HR function during the 1990s, when it went through more than
39 mergers and acquisitions. As part of this process, Mercantile’s HR function moved beyond
traditional recordkeeping and compliance to become more strategic in nature. This transfor-
mation happened through streamlining work processes, eliminating unnecessary activities,
reevaluating technology, and outsourcing nonstrategic functions. Furthermore, some retained
HR functions remain centralized at headquarters; others are deployed to operating divisions.
Consequently, Mercantile’s HR function is able to assume the roles of strategic partner,
change agent, administrative expert, and employee champion simultaneously.6
A number of other models have been developed relative to the portfolio of roles that HR can
and/or should play in becoming a strategic partner in the knowledge-based economy. Lengnick-
Hall and Lengnick-Hall found that for HR to build strategic credibility, new roles needed to be
assumed that expanded both the methods and processes traditionally used in HR.7 These roles
include human capital steward, knowledge facilitator, relationship builder, and rapid deployment
specialist, as illustrated in Exhibit 4.2.
The human capital steward role involves the creation of an environment and culture in
which employees voluntarily want to contribute their skills, ideas, and energy. This is based on
the premise that unlike raw materials, plant, and equipment, human capital is not “owned” by
the organization; it can move freely from organization to organization at the employee’s whim.
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 153
EXHIBIT 4.2 HR Roles in a Knowledge-Based Economy
• Human capital steward © Cengage Learning
• Knowledge facilitator
• Relationship builder
• Rapid deployment specialist
A competitive advantage can be maintained only when the best employees are recruited, duly
motivated, and retained.
The knowledge facilitator role involves the procurement of the necessary employee knowledge
and skill sets that allow information to be acquired, developed, and disseminated, providing a
competitive advantage. This process can succeed only as part of a strategically designed employee
development plan, whereby employees teach and learn from each other and sharing knowledge is
valued and rewarded.
The relationship builder role involves the development of structure, work practices, and orga-
nizational culture that allow individuals to work together, across departments and functions. To
ensure competitiveness, networks need to be developed that focus on the strategic objectives of
the organization and how synergies and teamwork that lead to outstanding performance are val-
ued and rewarded.
The rapid deployment specialist role involves the creation of an organization structure and
HR systems that are fluid and adaptable to rapid change in response to external opportunities
and threats. The global, knowledge-based economy changes quickly and frequently, and success
in such an environment mandates flexibility and a culture that embraces change.
In addition to these models, a study sponsored by the Society for Human Resource Management
(SHRM) and the Global Consulting Alliance found that HR’s success as a true strategic business part-
ner was dependent on five specific competencies being displayed by HR,8 as illustrated in Exhibit 4.3.
These competencies are radically different from those required in the past, when HR played a more
administrative role. The first—strategic contribution—requires the development of strategy, connect-
ing organizations to external constituents, and implementing systems that align employee perfor-
mance with company strategy. The second—business knowledge—involves understanding the nuts
and bolts of the organization’s operations and leveraging this knowledge into results. The third—
personal credibility—requires that measurable value be demonstrated in programs and policies imple-
mented. The fourth—HR delivery—involves serving internal customers through effective and efficient
EXHIBIT 4.3 SHRM Critical HR Competencies
• Strategic contribution © Cengage Learning
• Business knowledge
• Personal credibility
• HR delivery
• HR technology
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154 | Part 1 The Context of Strategic Human Resource Management
programs related to staffing, performance management, and employee development. The fifth—HR
technology—involves using technology to improve the organization’s management of its people.
Although the SHRM study identifies a set of competencies that all HR executives will need,
others conclude that HR roles may need to become more highly specialized. One set of roles
identifies five competencies that might easily become areas of specialization.8 The first role is
“chief financial officer” for HR, an individual who is an expert at metrics and financial analysis
and can argue the cost-effectiveness of various HR programs. The second role is “internal
consultant,” an individual who trains and empowers line managers to assume much of the
day-to-day responsibility for managing employees and understanding the legal aspects of the
employment relationship. The third role is “talent manager,” an individual who focuses on
finding, developing, and retaining the optimal mix of employees to facilitate the organization’s
strategic objectives. The fourth role is “vendor manager,” an individual who determines which
functions can be better handled internally or externally and assumes the responsibility for
sourcing and selecting vendors as well as managing vendor relations. The fifth role is
“self-service manager,” an individual who oversees the technology applications of HR management,
including all aspects of e-HR.
Strategic HR at Google
Internet products and services provider Google has developed its HR function, known as
“People Operations” around a “three-thirds” model whereby three different complimentary
teams work to staff the rapidly growing organization, which competes for talent in a very
competitive environment. Approximately one-third of the People Operations team have
backgrounds in HR, including specialized expertise in employment law and compensation
and benefits. This group identifies trends and issues regarding HR, allowing Google to
respond in a proactive manner.
Another third have little to no HR background and were recruited from strategic con-
sulting firms or from Google operating divisions, such as engineering and sales. This group is
embedded within business units and contributes knowledge and problem-solving skills
regarding the macro perspective of the organization which are incorporated into HR-related
programs and solutions. The final third is a workforce analytics team that consists of indivi-
duals who hold advanced degrees in statistics, finance, and organizational psychology. They
determine appropriate metrics to allow Google to remain competitive in its search for talent,
including appropriate compensation, interview processes, and factors that relate to employee
retention.
Google’s rapid growth rate requires an accelerated rate of professional staff develop-
ment, and most of its People Operations staff participate in a yearlong “base camp” training
that combines HR specialist training with an MBA-like program in which participants work
on Internet consulting projects aimed at solving business problems.9
So far, our discussion has focused on roles that HR needs to assume and competencies that
need to be demonstrated to ensure that HR be seen as a true strategic partner as well as to facili-
tate high performance. This discussion has ignored the fact that different organizations engage in
different types of employment in pursuing their strategies. To better understand these employment
models, a system was developed by Lepak and Snell that identifies four different employment
models and examines the types of HR systems required by each.10
Lepak and Snell first analyzed the characteristics of human capital by using two dimensions.
The first is its strategic value, or the extent of its potential to improve efficiency and effectiveness,
exploit market opportunities, and/or neutralize potential threats. The authors found that as the
strategic value of human capital increased, the greater the likelihood that the organization would
employ it internally rather than externally. The second is its uniqueness, or the degree to which it
is specialized and not widely available. The authors found that the more unique an organization’s
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 155
human capital, the greater potential source of competitive advantage it would provide. These two
dimensions form the matrix, presented in Exhibit 4.4, which identifies the four types of employ-
ment modes.
Quadrant 1 illustrates knowledge-based employment, human capital that is unique and has
high strategic value to the organization. This type of employment requires commitment-based HR
management. Commitment-based HR involves heavy investment in training and development,
employee autonomy and participation, employment security, and compensation systems that are
long term (i.e., stock options) and knowledge based.
Quadrant 2 illustrates job-based employment, human capital that has limited uniqueness but
is of high strategic value to the organization. This type of employment requires productivity-based
HR management. Less investment will be made in employees, and the organization will seek to
acquire individuals with the requisite skills rather than provide training in skills that are generic.
Shorter time frames will be established for performance and rewards, and jobs will be more
standardized.
Quadrant 3 illustrates contractual employment, human capital that is neither unique nor of
strategic value to the organization. This type of employment requires compliance-based HR man-
agement. Structure and direction would be provided for employees and systems established to
ensure that employees comply with rules, regulations, and procedures. Workers would receive little
discretion, and any training, performance management, and compensation would be based on
ensuring compliance with the set work structures.
Quadrant 4 illustrates alliance/partnership employment, human capital that is unique but of
limited strategic value to the organization. This type of employment requires collaborative-based
HR management. Much of the work would be outsourced to an outside vendor based on the shar-
ing of information and establishment of trust. The organization would select alliance partners who
are committed to the relationship as well as the organization’s success. Performance standards and
incentives would be established that mutually benefit both partners.
EXHIBIT 4.4 Lepak and Snell’s Employment Models
High Quadrant 4: Quadrant 1:
Uniqueness Alliances/ Knowledge-Based
Low Partnerships Employment
Collaborative-Based HR Commitment-Based HR
Configuration Configuration
Quadrant 3: Quadrant 2:
Contractual Work Job-Based
Employment
Arrangements
Compliance-Based HR Productivity-Based HR
Configuration Configuration
Low High © Cengage Learning
Strategic Value
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156 | Part 1 The Context of Strategic Human Resource Management
Strategic HR Management at Southwest Airlines
Southwest Airlines (SWA) was one of the most successful airline companies in the 1990s.
Throughout the decade, it was the only major domestic airline to turn a profit, and it consis-
tently outperformed its competitors in customer service. A key factor in the success of SWA
has been its unique corporate culture and the HR management practices that have been
developed as part of this culture. These practices are integrated with each other and directly
developed under founding CEO Herb Kelliher and maintained as part of Southwest’s com-
petitive strategy of delivering both low costs and superior service. These HR practices create
shareholder value through employees via low turnover and high productivity and allow
employees to experience significant job satisfaction.
Southwest’s success centers around a “value cycle”: Southwest first creates value through
its HR practices for employees; this value is then converted, in part, to customer value via the
design of specific operating processes and then captured through the provision of low costs
and superior service relative to competitors. This cycle of creating, converting, and capturing
value is unique among not only airlines but labor-intensive organizations in general. Other
airlines have traditionally competed by creating barriers to entry via the development of
hub-and-spoke networks and by sophisticated customer segmentation and information pro-
cessing via computer reservation systems.
Southwest sees its competition not as other airlines but rather the automobile. Most of
its flights are “short-haul” (less than 90 minutes) and involve quick turnaround of planes at
the gate and the use of less-congested airports. The company also restricts its growth rela-
tive to the rate at which it can hire and train new employees who fit with the company
culture.
Southwest practices an alternative strategy called value analysis. Here, a value chain is
created for the buyer, firm, and supplier. SWA does this by increasing its passengers’ willing-
ness to pay, decreasing the price passengers are charged, decreasing its own costs, and reduc-
ing employees’ opportunity cost. SWA increases its passengers’ willingness to pay by
providing a higher level of service than its competitors, offering more frequent departures,
and amusing its passengers, which makes the end of a long workday more entertaining.
SWA also attempts to offer the lowest airline fare in a specific market. This allows SWA to
differentiate itself from competitors that offer a relatively generic service.
Personnel is one of the most significant costs an airline incurs. At SWA, however,
employees are more productive than at other major airlines. Most SWA employees are
directly involved in moving passengers from departure to destination as gate agents, ramp
agents, baggage handlers, flight attendants, or pilots. The result? An average airplane takes
45 minutes to turnaround: SWA averages only 17 minutes.
SWA can turn around its aircraft in 17 minutes for three reasons. First, it uses standard-
ized aircraft—737s only. Second, no meals are provided on flights, enhancing efficiency and
reducing costs. Finally, the airline has designed its work systems to allow cross-functional
coordination by all its employees. From the moment an SWA flight touches down until the
minute it clears the gate, every member of the flight and ground crews does everything nec-
essary to get the next flight segment out on time.
Southwest has a culture that stresses “LUV” and “FUN.” “LUV” refers to one of the
company’s core values, involving respect for individuality and a genuine concern for others.
“FUN” refers to the company’s philosophy of employees enjoying themselves at work and
creating an atmosphere that allows customers to also have fun. FUN and LUV are critical
elements of SWA’s culture and are embedded in the hiring process, with prospective employ-
ees being asked to describe their most embarrassing moment. FUN and LUV are also critical
components of SWA’s compensation system. Actual salaries are at the industry average, but
most employees consider SWA’s work environment to be a form of nonmonetary
compensation.
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 157
SWA uses a variety of HR practices to create its unique labor force. Starting with a
rigorous selection process, employees are paid an average compensation, combined with signif-
icant nonmonetary awards. Employees treat one another well, and there is a focus on ongoing
training and development. Employees’ are also constantly solicited. The nurturing, ongoing
development of the organizational culture is critical to Southwest’s competitive advantage.11
Strategic HR differs radically from traditional HR in a number of ways, as illustrated in Exhibit 4.5.
In a traditional approach to HR, the main responsibility for people management programs rests with
staff specialists in the corporate HR division. A strategic approach places the responsibility for
managing people with the individuals most in contact with them: their respective line managers.
In essence, strategic HR would argue that any individual in an organization who has responsibility
for people is an HR manager, regardless of the technical area in which he or she works.
Traditional HR focuses its activities on employee relations, ensuring that employees are moti-
vated and productive and that the organization is in compliance with all necessary employment
laws, as illustrated in the operational quadrants in Exhibit 4.1 on page 151. A strategic approach
shifts the focus to partnerships with internal and external constituent groups. Employees are only
one constituency that needs to be considered. The focus on managing people is more systemic,
with an understanding of the myriad factors that impact employees and the organization
and how to manage multiple relationships to ensure satisfaction at all levels of the organization.
Critical partners in the process include employees, customers, stockholders/owners, regulatory
agencies, and public interest groups.
Traditional HR assumes a role of handling transactions as they arise. These may involve com-
pliance with changing laws, rectifying problems between supervisors and subordinates, recruiting
and screening applicants for current needs, and basically responding to events after they happen.
Strategic HR is much more transformational and realizes that the success of any initiatives for
growth, adaptation, or change within the organization depend on the employees who utilize any
changes in technology or produce any changes in the organization’s product or service. HR there-
fore plays more of a transformational role in assisting the organization in identifying and meeting
EXHIBIT 4.5 Traditional HR Versus Strategic HR
Responsibility for HR Traditional HR Strategic HR © Cengage Learning
Focus Staff specialists Line managers
Role of HR Employee relations Partnerships with internal and external
Initiatives customers
Time horizon Transactional change follower Transformational change leader and
Control and respondent initiator
Job design Slow, reactive, fragmented Fast, proactive, integrated
Key investments Short term Short, medium, long (as necessary)
Accountability Bureaucratic—roles, policies, Organic—flexible, whatever is necessary
procedures to succeed
Tight division of labor, Broad, flexible, cross-training, teams
independence, specialization
Capital, products People, knowledge
Cost center Investment center
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158 | Part 1 The Context of Strategic Human Resource Management
the larger challenges it faces in its external environment by ensuring that the internal mechanisms
that facilitate change are in place.
Similarly, any initiatives for change coming from traditional HR are usually slow and frag-
mented, piecemeal, and not integrated with larger concerns. Strategic HR is more proactive and
systemic in change initiatives. Rectifying a specific employee discipline problem or moving to a
new sales commission system are examples of the former approach. Strategic HR is flexible
enough to consider the various time frames (short, medium, and/or long-run) as necessary to
facilitate the development of programs and policies that address the critical strategic challenges
being faced by the organization. At the same time, these strategically conceived initiatives must
be developed and implemented in concert with other HR systems.
As an example, the HR systems at Mercantile Bank were not developed independent of each
other. As the HR function evolved with subsequent mergers and acquisitions, HR initiatives were
developed in tandem with other HR programs and policies. For example, job analysis procedures
developed competencies that formed the basis for recruiting, testing, performance feedback, and
compensation programs. The performance feedback program was developed in tandem with a suc-
cession planning program and incentive programs for high performers. These types of integrated
initiatives are one of the principal differences between traditional and strategic HR management.
The traditional approach to HR manifests itself in bureaucratic control through rules, proce-
dures, and policies that ensure fair treatment of employees and predictability in operations.
Indeed, Exhibit 4.1 notes the role of HR as administrative expert in developing and enforcing
rules and standards of behavior for employees. Strategic HR, on the other hand, realizes that
such an approach limits an organization’s ability to grow and respond to a rapidly changing envi-
ronment. Strategic HR utilizes control that is much more “organic,” or loose and free-flowing,
with as few restrictions on employee actions and behaviors as possible. Flexibility in work pro-
cesses and job responsibilities are common and is discussed in Chapter 6. Rather than being
bound by excessive rules and regulations, operations are controlled by whatever is necessary to
succeed, and control systems are modified as needed to meet changing conditions.
Traditional HR grew out of principles of scientific management and job specialization to
increase employee efficiency. A tight division of labor with independent tasks allowed employees
to develop specific skills and maintain a focus on their specific job responsibilities. A strategic
approach to HR allows a very broad job design, emphasizing flexibility and a need to respond as
change takes place in the external environment. Specialization is replaced by cross-training, and
independent tasks are replaced by teams and groups—some of which are permanent, some of
which are temporary, and many of which are managed autonomously by the workers themselves.
The traditional approach to HR sees an organization’s key investments as its capital, pro-
ducts, brand name, technology, and investment strategy. Strategic HR sees the organization’s key
investment as its people and their knowledge and abilities. This approach realizes that competitive
advantage is enjoyed by an organization that can attract and retain “knowledge workers” who can
optimally utilize and manage the organization’s capital resources. In the long run, people are an
organization’s only sustainable competitive advantage.12
Finally, accountability for HR activities in the traditional approach considers functions,
including HR, as cost centers, with an emphasis on monitoring expenditures and charging over-
head to fiscal units. An investment approach considers returns as well as expenditures, with atten-
tion paid toward the “value added” by HR activities.
As the above discussion illustrates, traditional HR is largely focused on administrative over-
sight and process. Strategic HR, on the other hand, focuses on deliverables, quantifiable results,
and value creation. One conceptualization of strategic HR sees HR adding value with the effective
management of four “flows”: (1) the flow of people; (2) the flow of performance; (3) the flow of
information; and (4) the flow of work.13 The flow of people considers how employees enter,
move through, and eventually leave the organization. The flow of performance considers the
development of standards and rewards that are consistent with the interests of stakeholders.
The flow of information considers how employees are made aware of priorities and activities and
provided feedback. The flow of work considers the processes in which employees engage and the
appropriate responsibility for these processes.
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 159
As noted in Chapter 1, organizations are increasingly utilizing metrics to illustrate the value
of HR activities and processes and their resultant impact on organizational performance. However,
such an approach is of value to small organizations as well as larger ones. One recent study of HR
practices in small businesses found a direct correlation between three key HR strategies and orga-
nizational performance.14 The first strategy is ensuring that selection strategies for the organization
focus on person–organization fit rather than person–job fit. Hiring to ensure a fit with company
culture is far more critical than ensuring that an individual has the necessary experience and skills
to do a job. The second strategy is allowing employee autonomy, providing workers with discre-
tion to decide how to schedule and complete their work rather than constantly monitoring
employee activities. This allows employees to be more involved in decision making, suggest new
and better ways to complete their jobs, and become more involved with the work of their team.
The third strategy is motivating and rewarding employees through a family-like atmosphere rather
than individualized monetary rewards. Employers who create a social dimension to the job pro-
vide employees with a kind of compensation that is difficult for competitors to replicate. While
other employers can match and even exceed levels of pay and benefits, each organization can cre-
ate a unique culture that might make employees less likely to leave. The study found that employ-
ers who utilized all three strategies experienced 22 percent higher sales growth, 23 percent higher
profits, and 67 percent less attrition than those who did not. Even employers who implemented
only one of the three strategies still saw significant improvements in their financial performance.
The question remains, though, as to how to create a culture that promotes employee engage-
ment to ensure that the organization benefits from improved sales and profitability and lower
attrition. A variety of specific HR programs can be developed around an overall HR strategy that
attempts to increase employee engagement and commitment, as discussed in Reading 4.2,
“Employee Engagement and Commitment: A Guide to Understanding, Measuring and Increasing
Engagement in Your Organization.”
Employee Engagement at Aetna Corp.
Hartford, Connecticut-based Aetna found itself in serious trouble at the turn of the millennium.
Despite more than 150 years in business, the company found itself performing poorly as its
diversified multinational multibusiness strategy had the company on the verge of bankruptcy.
The decision to downsize and focus solely on Aetna’s core businesses of health insurance and
employee benefit products wasn’t enough, as even the downsized organization was still losing
more than $1 million per day. However, by 2007, Aetna had completed one of the most lauded
turnarounds in American corporate history, turning a $2.5 billion annual loss into a $1.7 billion
profit and increasing market valuation from $3.3 billion to $29 billion in just six years.
The journey began with the new CEO asking all employees to provide input as to what
they wanted the organization to be. This yielded a company values statement of integrity, qual-
ity service, excellence and accountability, and employee engagement. Every year, employees
complete a 70-question online “climate survey,” which provides feedback about employee beliefs
concerning values and vision. Employee engagement is assessed via four questions: (1) I would
recommend Aetna as a good place to work; (2) I rarely think about looking for a new job with
another company; (3) I am proud I work for Aetna; and (4) Overall, I am extremely satisfied
with Aetna as a place to work. HR facilitates much of this engagement through a succession
planning program where top executives identify the “top 200” employees who are being
groomed for future leadership. This process is facilitated by a $50 million automated system
called Talent Manager, which contains data about Aetna’s 34,000 employees. The system con-
tains information about jobs held and correlated skills and competencies. Employees and super-
visors access and update records where both parties provide performance feedback and ratings.
Solid performers, at-risk employees, and “mismatches” are identified through this system to
assist with planning and engagement. The system has not only improved financial performance,
but since its implementation, employee retention has held steady at 90 percent annually.15
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160 | Part 1 The Context of Strategic Human Resource Management
Employee engagement is directly related to increased performance, increased innovation,
increased commitment, and lower attrition. However, job satisfaction and trust are critical fac-
tors in creating and maintaining a sense of engagement among employees, as illustrated in
Exhibit 4.6.
Individuals who enjoy their work but don’t trust their supervisors will be less engaged and
less likely to be innovative and assume risks.16 Trust relationships are built over time as indivi-
duals spend more time together and get to know each other. One model of trust portrays it as
having two dimensions; head trust and heart trust. Head trust relates to the competence of the
individual and heart trust relates to the belief that the individual will “do the right thing” with no
resulting harm.17 Employees who trust their managers and superiors are more likely to be engaged
at work than those who do not. Exhibit 4.7 lists some of the major dimensions of trust, which
have been identified by various researchers.
EXHIBIT 4.6 Antecedents and Consequences of Employee Engagement
Trust Engagement Innovation
Job Satisfaction Performance
Commitment © Cengage Learning
Reduced Turnover
EXHIBIT 4.7 Dimensions of Trust
• Honesty © Cengage Learning
• Communication
• Competence
• Follow-through
• Understanding
• Fairness
• Receptivity
• Integrity
• Consistency
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 161
Trust and Engagement at 3M Company
3M is a St. Paul, Minnesota-based technology company with a diversified portfolio of busi-
nesses in a variety of industries. Senior executives realized that enhanced employee engagement
was necessary to continue to drive innovation within the company. With more than 75,000
employees across 35 divisions and operations in more than 200 countries, the company needed
a very comprehensive and strategized approach to engagement. The organization first con-
ducted an employee survey and found that how supervisors treat employees, the nature of the
work being done, and the fairness of recognition and rewards were critical to the engagement
of 3M employees. After developing and delivering a comprehensive training program for man-
agers on how to develop trust and engagement, employees and supervisors engaged in
employee-centered discussions related to the employee’s view of his or her current job/position,
desired development opportunities, compensation and benefits, and the work environment. In
tandem with these meetings, HR professionals analyzed compensation and benefits plans to
more directly link pay with performance and trained supervisors to understand and explain
to their direct reports exactly how compensation was determined. This transparency helped to
develop a stronger level of trust of supervisors among subordinates and increase engagement.18
Job satisfaction will be discussed in greater depth in Chapter 6, but it is critical for a better
understanding of employee engagement and to know the factors that contribute to job satisfaction.
Exhibit 4.8 presents the results of a recent survey conducted by the SHRM, which investigated the
factors that were most related to job satisfaction.
While the above results are important in understanding general job satisfaction, it is critical
to remain cognizant of the fact that the factors that contribute to job satisfaction can vary across
age and demographic groups as well as within demographic groups on an individual basis. One
recent survey found that for employees between the ages of 35 and 44 work–life balance was the
greatest contributor to job satisfaction, while among 18- to 34-year olds, opportunities to learn
and grow was the most important factor. Hence, employers need to understand their own employ-
ees’ needs and motivations and measure job satisfaction accordingly.19
Barriers to Strategic HR
Although the concept of strategic HR may make sense logically and intuitively, many organiza-
tions have a difficult time taking a strategic approach to HR. A number of reasons contribute to
this. The first is that most organizations adopt a short-term mentality and focus on current perfor-
mance. Performance evaluations and compensation throughout organizations tend to be based on
current performance. This is not surprising given the emphasis by most shareholders and Wall
Street on short-term organizational performance in terms of quarterly measures of profitability
and return on investments. CEOs need to focus on short-term quarterly financial performance in
order to retain their jobs. Several consecutive “down” quarters will often result in dismissal. This
philosophy then trickles throughout the organization. Rewards are not provided for laying plans
that may (or may not) provide significant gain three or five years in the future. Most owners and
investors do not take a long-term view of their investments; they expect to see quarterly progress
in wealth building. There are few, if any, clear incentives for managers to think long term in mak-
ing their decisions. Consequently, although many organizations desire management decisions that
will benefit the organization in the long run, rewards are based on short-term performance.20
A second barrier to strategic HR is the fact that many HR managers do not think strategi-
cally, given their segmented understanding of the entire business. HR management is a complex
and ever-changing function, requiring a tremendous amount of technical knowledge. HR man-
agers often have insufficient general management training to understand the entire organization
and the issues and challenges being experienced in the finance, operations, and marketing depart-
ments. Consequently, their ability to think strategically may be impaired, and their ability to
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162 | Part 1 The Context of Strategic Human Resource Management
EXHIBIT 4.8 Very Important Aspects of Employee Job Satisfaction
Job security (1) 63% 2011 Employee Job Satisfaction and Engagement: A Research Report (Society for Human Resource Management)
62%
Opportunities to use 55%
skills and abilities (2) 55%
Organization’s financial 54%
53%
stability (3) 53%
Relationship with 53%
immediate supervisor (3) 52%
49%
Compensation/pay (4) 48%
46%
Communication between employees 38%
and senior management (5) 38%
10 20 30 40 50 60 70
Benefits (5)
The work itself (5)
Autonomy and independence (6)
Management’s recognition
of employee job performance (7)
Feeling safe in the work
environment (8)
Overall corporate culture (9)
Flexibility to balance
life and work issues (10)
Relationships with
coworkers (10)
0
influence colleagues in other functions may be limited. Unless senior HR managers can appreciate
these functional issues and speak the language of these disciplines, they cannot fully contribute to
the organization in a strategic manner nor gain the support of managers in these areas.
A third barrier is that most senior managers lack appreciation for the value of HR and its abil-
ity to contribute to the organization from a strategic perspective. Many simply understand the tradi-
tional or operational function of HR and fail to realize the contributions HR can make as a strategic
partner. Managers throughout the organization often see the HR function as providing unnecessary
bureaucracy to their work and being more of an adversary than an ally. Their perception of HR is
that it is inflexible and rules oriented—“You can’t do this. You have to do that.”—and that it delays
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 163
their ability to do their jobs (taking time to get job descriptions written and approved, postings,
delays, procedures). Although a key function of HR is ensuring compliance with laws that regulate
the employment relationship, many managers see the HR function as detracting from their ability
to do their jobs because of the perceived added administrative work required by HR.
A fourth barrier is that few functional managers see themselves as HR managers and are con-
cerned more with the technical aspects of their areas of responsibility than the human aspects.
Regardless of the function or technical specialty of a manager, any individual who has responsibil-
ity for people is an HR manager. Although a controller, chief financial officer, or information
technology manager might not consider him or herself to be an HR manager, any individual
responsible for the performance of other employees is, in fact, an HR manager. The role of HR
as a strategic partner involves line managers assuming more responsibility for day-to-day opera-
tional issues, with HR providing internal support or assistance for employee relations rather than
assuming full and sole responsibility for it.
A fifth barrier to strategic HR is the difficulty in quantifying many of the outcomes and ben-
efits of HR programs. With competitive pressures making organizations more bottom–line ori-
ented, programs that may not have any direct quantifiable benefit—such as team building—may
be disregarded or shelved. Senior HR managers consistently find resistance toward resources
being allocated to programs that have less tangible, measurable benefits than those that do.
Another barrier to strategic HR is the fact that human assets are not owned by organizations
and, therefore, are perceived as a higher risk investment than capital assets. Particularly in highly
competitive industries where key executives may be recruited from competitors, there is an incen-
tive to invest less on employees than on technology and information, which are more proprietary.
Organizations adopting this mindset fail to realize that it is the people who utilize the technology
and information that provide an organization with stellar performance and a competitive advan-
tage; investments in these individuals can be more critical than corresponding investments in tech-
nology and information. Although technology and information constantly need to be replaced
because of depreciation in their value, an organization’s HR hold their value and can have this
value enhanced by minimal investments in them.
Finally, strategic HR may be resisted because of the incentives for change that might arise.
Taking a strategic approach to HR may mean making drastic changes in how work is organized;
how employees are hired, trained, and developed; how performance is measured; how employees
are compensated; standards of performance; and relations between employees and supervisors
and among employees themselves. Because people tend to be creatures of habit and enjoy main-
taining the status quo—particularly older workers and those with less training and skills—
organizations often find resistance to any change initiatives. Such significant changes can be very
risky for those responsible for implementation if such efforts fail. An organization that “punishes”
those responsible for unsuccessful change efforts, instead of looking at such endeavors as learning
experiences, provides disincentives for change. Exhibit 4.9 summarizes these barriers to change.
EXHIBIT 4.9 Barriers to Strategic HR
• Short-term mentality/focus on current performance © Cengage Learning
• Inability of HR to think strategically
• Lack of appreciation of what HR can contribute
• Failure to understand general manager’s role as an HR manager
• Difficulty in quantifying many HR outcomes
• Perception of human assets as higher-risk investments
• Incentives for change that might arise
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164 | Part 1 The Context of Strategic Human Resource Management
Most of these barriers are rooted in the culture of an organization. As noted, the organization’s
history, values, and management practices can act as disincentives for any change initiative. The
question remains concerning if and how an organization’s HR systems can promote or encourage
change initiatives.
Outsourcing and Revamping HR
One critical strategic decision that many organizations are facing relative to their HR operations is
whether to outsource some components or all of it. A strategic approach to HR moves the HR
function and staff away from administrative “transactional” kinds of responsibilities toward those
that create value and provide a clear return. However, those administrative functions—including
enrolling employees for benefits, managing payroll, counseling employees, testing and background
checks for applicants, and creating and maintaining a database—still need to be performed. The
past two decades have seen proliferation of entrants into the HR services industry, where organiza-
tions provide specialized or packaged HR services administration for employers.
The benefits of outsourcing include (1) allowing the organization to reduce its HR staff (and
possibly save money); (2) enhancing the quality of HR services provided; (3) freeing up HR staff
to focus on more strategic, value-added activities; and (4) frequent reduction in the costs of out-
sourced services through economies of scale “bundling” of services with other employers. It
involves a shift in the culture of the organization relative to the roles and expectations for in-
house HR professionals and certainly allows HR to display its understanding of the needs of the
organization and how it can deliver value from a strategic perspective.
Rather than outsource some or all of the HR function, an organization may decide that it
needs to totally reinvent its HR programs and systems in response to a change in strategy and/or
the environment in which the organization operates. The decision to centralize the HR function at
headquarters provides economies of scale but not responsiveness to individual business needs and
locations. Decentralized HR provides responsiveness relative to the needs and differences of differ-
ent operational locations but often produces duplication of effort and inefficiencies.
Remodeling the HR Function at Home Depot
In 2008, Home Depot eliminated more than 1,200 positions in HR throughout the organiza-
tion by eliminating individual HR managers in its stores who had worked as business partners
with store general managers. Chronic ongoing problems with retention, skills deficiencies, and
poor customer service had plagued the organization, and the restructuring of the HR function
was designed to free up salaries of laid-off employees and to address these issues.
Traditionally, store managers enjoyed tremendous autonomy and did their own HR
work, relying on district HR managers for outside counsel; however, district HR managers
were assigned as many as 30 stores. A new senior management team re-engineered HR to
create a full-time exempt HR presence in each store along with a variety of HR metrics to
which stores were held accountable.
The housing crisis and faltering economy started to take its toll on Home Depot as the
decade worked on and as customer service scores continued to slide to the bottom of its
industry. The in-store HR managers experienced the stress of a dual-reporting relationship,
taxing workloads, excessive paperwork, and demand for employees which greatly exceeded
the supply of those with requisite skills.
Under the reorganization, 230 district HR teams each oversees 6–10 stores. Each district
manager has three generalists as direct reports; one for staffing and development, one for
employee relations, and one for performance management. Routine transactions have
moved to a centralized service center.21 The move has resulted in significant cost savings
for Home Depot relative to the elimination of unnecessary positions.22
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 165
Conclusion
Recognizing that a strategic approach to HR management needs to be undertaken within the con-
text of a specific organization is paramount to successful implementation: What works for one
organization will not necessarily work for another. This point is well illustrated by looking at
how two large organizations revamped their HR functions. One did so by making HR more cen-
tralized, whereas the other did so by making HR more decentralized. Both efforts were successful
because they were designed and implemented within the context of the organization’s strategy.
Strategic Reorganization of the HR Function at General Motors
We might logically assume that larger and older organizations would be less prone to dra-
matic changes in their operating practices; however, one of the most venerable corporations
in the United States has been among the most innovative in its HR practices. General Motors
(GM), like other domestic automakers, watched its market share shrink as Japanese, German,
and Korean competitors captured the American consumer’s dollar. When Rick Wagoner
became CEO in the late 1990s, one of his primary objectives was to shake up the status quo
at the organization through its HR practices. Wagoner had the head of HR join the senior
management team and pushed HR into a more strategic role. At the time, the HR function
at GM was totally “siloed,” with a highly decentralized structure in which every GM facility
administered HR in its own way. Each plant had its own HR staff, which operated with near
total autonomy. Wagoner brought in Kathleen Barclay to head HR, which she revamped
through a strategy she called the 3Ts: technology, talent, and transformation.
Technology was used to overhaul HR by creating an effective and accessible corporate
intranet and transforming that site into a full-service HR portal. This system is described
more fully in Chapter 2. The focus on talent resulted in the development of GM University,
one of the largest corporate education and training programs in the world. The university has
15 separate colleges that develop training and curricula tailored to the professional needs of
and challenges faced by the organization’s employees. The transformation component has
standardized operations, resulting in greater efficiency, improved communications and inter-
action, and tighter coordination of operations. The “siloed” nature of GM has been replaced
by an organization that now operates as a true global entity.23
Strategic Reorganization of the HR Function at Wells Fargo Bank
San Francisco, California–based Wells Fargo Bank has 185 branches, more than 3,000
employees, five separate division presidents, and does more than $20 billion in business
annually. In such a large organization, HR had performed many of its traditional administra-
tive roles. To become more competitive, Wells Fargo saw the need to move toward a more
strategic approach in HR management. Line managers needed specific HR solutions to help
them improve their operations and impact the bottom line, but HR was unable to deliver this
under its existing administrative structure. That structure was highly centralized, with all HR
consultants and staffing managers assigned to separate divisions but working out of head-
quarters. That was changed to create a new structure in which HR staff worked at the branch
level to become more integrated with operations and to support local management.
To facilitate this process, an outside trainer was brought in to work with the HR staff to
refocus their responsibilities and skills. HR professionals were trained in facilitation and con-
sultation, technical issues, and strategizing and partnering by using a four-phase consultative
methodology that ranged from the creation of work agreements, problem identification, data
analysis and implementation, and follow-up. The transformation occurred over a year and
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166 | Part 1 The Context of Strategic Human Resource Management
has reduced turnover by 19 percent and pay problems by 99 percent. By centralizing some
generic administrative duties, the organization was able to save close to $1 million annually.
New hire time was reduced from 14 days to 7. The end result is that the reorganization has
allowed managers to reach their strategic and business goals by moving HR closer to these
managers and creating value-added processes.24
Top management in most organizations does not realize the contribution that HR can make
to overall organizational performance because they still perceive HR in more traditional ways.
A contributing factor to this is that senior HR managers themselves may not understand how
they can contribute to their organizations strategically. Without a holistic understanding of the
organization, HR managers have limited ability to contribute to high-level strategic thinking.
Until HR managers take the initiative to gain technical knowledge about their organizations, pro-
ducts and services, competition, and markets and learn how to work politically with other senior
managers, their organizations will not be able to fully integrate HR strategy with corporate strategy
and will continue to operate at less-than-optimal levels of performance and efficiency.
The key to achieving success is for HR managers to realize that strategic HR can provide
three critical outcomes: increased performance, enhanced customer and employee satisfaction,
and enhanced shareholder value, as outlined in Exhibit 4.10. These outcomes can be accomplished
through effective management of the staffing, retention, and turnover processes; selection of
employees who fit with both the organizational strategy and culture; cost-effective utilization
of employees through investment in identified human capital with the potential for high return;
integrated HR programs and policies that clearly follow from corporate strategy; facilitation of
change and adaptation through a flexible, more dynamic organization; and tighter focus on cus-
tomer needs, key and emerging markets, and quality.
EXHIBIT 4.10 Outcomes of Strategic HR
Increased Customer and Enhanced
Performance Employee Satisfaction Shareholder Value
through
• Effective management of staffing, retention, and turnover through © Cengage Learning
selection of employees that fit with both strategy and culture
• Cost-effective utilization of employees through investment in
identified human capital with potential for high retention
• Integrated HR programs and policies that clearly follow from
corporate strategy
• Facilitation of change and adaptation through a flexible, more
dynamic organization
• Tighter focus on customer needs, key and emerging markets, quality
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 167
A model that illustrates how this can be accomplished is presented in Exhibit 4.11. This
model provides the framework for the remainder of this book. At this point, we have discussed
how corporate and business unit strategies are formed as well as organizational and external envi-
ronment factors that need to be considered when developing strategy. Chapters 5 and 6 focus on
the HR strategy component of the model, examining HR planning and the design of jobs and
work systems. The remaining chapters focus on how each of the functional areas of HR can be
derived from this strategy. Finally, Chapter 14 will conclude by examining strategic HR manage-
ment from an international perspective.
EXHIBIT 4.11 A Model of Strategic Human Resource Management
External Environment Employee Laws
Separation Regulating
• Competition Employment
• Government
Staffing
regulation
Training
• Technology
• Market trends Performance
• Economic Management
Corporate Business HR Strategy Compensation
Strategy Unit Strategy
• HR planning Labor
Internal Environment HR Relations
• Culture • Design of jobs Information
• Structure and work systems
• Politics • what workers do Systems
• Employee skills • what workers
• Past strategy need
• how jobs
interface with
others
© Cengage Learning
Critical Thinking 3. What is the role of HR in your current organization?
What could it be? What should it be? Why does HR
1. Compare and contrast traditional and strategic HR. In assume the role that it does?
what types of organizations might traditional HR still
be appropriate? 4. Analyze the four HR roles presented by the Lengnick-
Halls. How might the criticality of each of these roles
2. What are the main barriers that prevent an organiza- be impacted by different strategies?
tion from taking a more strategic approach to HR?
Why do they exist, and how can they be overcome?
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168 | Part 1 The Context of Strategic Human Resource Management
5. To be a true strategic partner, does HR need to take on on industrial organization (I/O) or resource-based
a more generalized or specialized approach to its view (RBV) assumptions. What does this imply about
work? Why? strategic planning in general?
6. Would you want to work for a company like Netflix? Reading 4.2
Why or why not?
8. What kinds of employment practices encourage
Reading 4.1 employee engagement? What are the benefits of
enhanced engagement?
7. Examine each of the pairs of organizations the authors
discuss. Determine whether their strategies are based
Exercises 3. Visit the Web site for the Society for Human Resource
Management (http://www.shrm.org). SHRM is the
1. Assume the position of a consultant hired to assess the largest professional association for HR practitioners
approach toward HR management taken by a client in the world. Determine whether this organization
organization. What factors might you evaluate in encourages HR professionals to approach HR from a
determining whether an organization uses a traditional traditional or strategic standpoint. Print examples of
or strategic approach to managing its HR? Develop pages that support your conclusion, and be prepared
specific questions that need to be answered and deter- to present them to the class.
mine which key decision makers in an organization
should be asked these questions.
2. Select a local organization and investigate these factors
by interviewing selected key decision makers.
Chapter References
1. Grossman, R. J. “Tough Love at Netflix,” HR Magazine, 8. Meisinger, S. “Adding Competencies, Adding Value,”
55, (4), April 2010, pp. 37–41. HR Magazine, 47, (8), July 2003, p. 8.
2. Bates, S. “Written HR Strategy Pays Off,” HR Magazine, 9. Zielinski, D. “Building a Better HR Team” HR Magazine,
48, (4), April 2003, p. 12. 55, (8), August, 2010, pp. 65–68.
3. Ibid. 10. Lepak, D. P. and Snell, S. A. “Examining the Human
Resource Architecture: The Relationships among
4. Stockman, J. “Building a Quality HR Organization at Human Capital, Employment and Human Resource
GE,” Human Resource Management, 38, (2), Summer Configurations,” Journal of Management, 28, (4),
1999, pp. 143–146. pp. 517–541.
5. Ulrich, D. Human Resource Champions: The Next 11. Hallowell, R. “Southwest Airlines: A Case Study Link-
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170 | Part 1 The Context of Strategic Human Resource Management
READING 4.1
Distinctive Human Resources Are Firms’
Core Competencies
Peter Cappelli and Anne Crocker-Hefter
Find a firm with a reputation for excellence in some function, their industry that appeared to have very different employee
copy its practices, and your company, too, will excel. Advice management practices. We began our investigation with finan-
such as this, under the rubric of “best practices” or “bench- cial reports and other publicly available information on the
marking,” has flooded the popular business literature. Each organizations, including stories in the business press over the
article implicitly extends the argument that superior manage- past five years. We also contacted each organization for infor-
ment practices are readily identifiable and can be transferred mation and in most cases visited them. The most revealing
across organizations. sources of information, however, tended to be competitors
and former employees. The competitors in particular, typically
The best practices advocates, however, must contend the other member of an industry “pair,” had a keen sense for
with a discomforting reality: Many firms—some very what was truly distinctive in each organization. Former employ-
successful—stubbornly refuse to adopt those practices. Are we ees also have a clear sense about what actually happens inside
to assume, perhaps, that competition drives out firms that do organizations, as opposed to what the written practices say.
not adopt the most efficient techniques—and that the intrac-
table companies will ultimately fail? Hardly the case. With the help of industry experts and competitors, we
then identified the distinctive competencies and competitive
To understand what is happening, we need to look at a advantages of each organization. There was remarkably little
counterpoint to the best practices approach. When it comes to variance across respondents in what they believed these com-
explaining how and why certain firms have carved out compet- petencies to be. In most cases, competencies were clearly
itive advantages, attention increasingly focuses on unique, associated with particular employee groups—customer ser-
differentiating resources—the notion of “core competencies” vice, for example, or marketing.
being perhaps the best known of these resource arguments.
The next step was to describe the employment practices
We believe that the notion of a single set of “best” prac- associated with the relevant employee group. In cases where
tices may, indeed, be overstated. As we illustrate below, there practices have recently changed, we describe the longstanding
are examples in virtually every industry of highly successful practices that were in place when the distinctive competen-
firms that have very distinct management practices. We cies were developed. In our final step, we compared the dis-
argue that these distinctive human resource practices help to tinctive competencies for each organization with the
create unique competencies that differentiate products and ser- employment practices for the relevant employee group to
vices and, in turn, drive competitiveness. Indeed, product dif- suggest how these competencies were created.
ferentiation is one of the essential functions of strategic
management, and distinctive human resource practices shape When Employees Are the “Product”
the core competencies that determine how firms compete.
The link between people management practices and the way
The argument that there should be a “fit” between organizations compete is most direct in industries where
human resource practices and business strategies can be employees, by themselves, create what the organization sells—
traced back to manpower planning and is certainly not new where the “product” is a service provided directly by employees
in management circles. What is new here is the argument interacting with customers. Consider the following cases.
that people management practices are the drivers—the gene-
sis of efforts to create distinctive competencies and, in turn, Professional Sports
business strategies. Professional sports are obviously big-businesses in their own
right, and it’s easy to see how “employee performance” mat-
We illustrate this point by examining pairs of successful ters in this arena. The rules governing each sport standardize
organizations competing in the same industry. We chose the
paired companies by asking analysts, consultants, and other
industry experts to help us identify successful organizations in
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 171
the equipment, playing fields, and time limits for all compe- systems impose go to the Raiders. It makes sense for the
titors. Within those parameters, each club must deliver its 49ers to staff their team with inexperienced players from
services—an event that attracts an audience. the college draft in order to better “stamp” them with their
own system; players from other pro teams are more likely to
Sports are idiosyncratic in other ways as well. The fact come in with expectations and playing habits that might be
that there is no “open” labor market and that teams tend to incompatible with the 49ers’ system. Similarly, the fact that
control hiring through drafts may make it easier to align the Raiders hire experienced players who bring disparate atti-
organizations and employees than in other industries. Finan- tudes and reputations that are not easily blended helps create
cial success and the success of the team in its sport are not their more individualistic playing style.
always related, which may reduce somewhat the financial
incentives to seek out the most effective strategies and How Do Management Practices Help
employee matches on the field. Build Distinct Competencies?
The San Francisco 49ers and Oakland Raiders have been Employee selection, i.e., the selection of employees with
among the most successful teams in American sports, yet distinctive capabilities, provides the most obvious
they represent very distinct models of player management. example of how management practices create distinct
The 49ers have succeeded by using a strategy of long-term competencies. Moreover, a company’s reputation for
player development—recruiting through college drafts rather certain employment practices may attract employees
than through trades, developing talent within the team, and and thus push the process along, aligning individual
then holding on to the best players by keeping them happy. and organizational attributes. In practice, this is an
Their salaries are among the most generous in the league, imperfect mechanism. It requires that both employers
and more than in other clubs, the 49ers players have some and prospective employees have accurate information
influence on team decisions and feel that they are a part of about each other and it assumes stable characteristics
the organization. and mobility between organizations. But there is con-
siderable evidence that this matching process between
On the field, the club relies on experienced athletes who organizations and employee characteristics does occur.
have worked with their coaches for years and who act as team
leaders. (The coaches and management staff also have long In addition, each organization has its own training
tenure with the team.) They have a reputation for playing as programs, rewards systems, and work organization, and
a precise, well-disciplined unit. Long-tenure players also help these systems develop skills and behaviors that help an
create long-term relationships with fans, helping cement their organization create distinctive competencies for attack-
loyalty to the club. If production language could be applied to ing markets.
sports, this is a “high commitment” organization that oper-
ates as a “quasi-autonomous team” on the field. The To some extent, football teams compete for fans the
approach has apparently paid off—the 49ers have won at same way that firms compete for customers, and having dis-
least ten games a year every year since 1983. tinct styles of play may help build a national audience. A
distinctive and unusual style may be useful on the field as
The Raiders, in contrast, do not as a rule develop their well, in that it demands unusual responses from the other
own players, but instead use trades to scoop up talented side that may be difficult to master.
players who fail or do not fit in elsewhere. The club has a
very high player turnover and a reputation as a collection Retailing: Sales as the Service
of individuals who often do not fit together well. As an orga- Sears and Nordstrom are both legends in the retailing
nization, the Raiders are not known for treating players espe- industry.
cially well, or for letting them have much influence on team
decisions. The team, which has been called “an organizational Sears was the world’s largest retailer for generations and
anomaly,” has an autocratic owner who is personally has outlasted all of its historical competitors. During the
involved in coaching and personnel decisions. No employee 1980s, Nordstrom set service and growth standards for the
participation here. industry. Although Sears stumbled in this period—as did
most department stores—it has recently reorganized with
On the field, the Raiders are known for their individual improved performance.
performances and wide-open playing style, a style that makes
good use of their pool of individual talent. The players are Sears and Nordstrom are very different companies, with
not known for their personal discipline either, having different employment practices, especially with reference to
“swashbuck-led through Bourbon Street” during Super Bowl sales positions—the key job in retailing. Yet each company’s
week, for example, and recovered by game day. practices make sense for its operations.
The practices of these two clubs create reputations that
contribute to some self-selection of players, reinforcing their
systems; those comfortable working in disciplined systems go
to the 49ers while players who bridle at the constraints such
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172 | Part 1 The Context of Strategic Human Resource Management
Sears has been and remains one of the pioneering firms product line. Customers buying home appliances or hard-
in the science of employee selection. It relies on some of the ware want information about the products and how they
most sophisticated selection tests in American industry. The are used. Sears also sells financing and warranties, reasonably
company has refined these tests over time to achieve complicated services that require some background knowl-
extremely high predictive power. Once hired, employees edge. As evidenced by its marketing (“The Name You Can
receive extensive training in company practices. Management Trust”), Sears trades, in part, on a reputation for steering the
also keeps track of employee attitudes and morale through customer in the right direction.
frequent and rigorous employee surveys.
With this strategy, training is important, and turnover
Two practices are especially noteworthy in the manage- is costly—hence the emphasis on selection. Salary pay sys-
ment of sales representatives. The first is intensive training in tems, as opposed to commissions, create no incentives to
Sears products, operating systems, and sales techniques. The push products irrespective of customer needs or to cut
second is the pay program: a great many sales employees back on “non-selling time” associated with providing infor-
work on straight salary—not commissions—and the commis- mation. Personal relationships with customers also help
sions that are paid at Sears are modest. (They have recently build a reputation for honest and reliable service. Sears cus-
been cut to one percent of sales.) tomer satisfaction data finds that the stores with the lowest
employee turnover and the least temporary help have the
Nordstrom operates with virtually none of the formal highest satisfaction ratings. (Interestingly, Sears’ problem
personnel practices advanced by Sears. Indeed, its practices with fraud in its automotive business a few years ago pro-
appear downright primitive in comparison. Nordstrom’s hir- vides an exception that proves the rule—automotive man-
ing is decentralized and uses no formal selection tests. Man- agers operated on commissions and quotas that provided
agers look for applicants with experience in customer the incentives to encourage repairs that in many cases
contact—not necessarily prior retailing experience (which is were apparently not needed.)
often seen as a drawback). The important qualities are a
pleasant personality and motivation. The company has only The restructuring of Sears during the past two years
one rule in its personnel handbook: “Use Your Best Judgment smashed its no-layoff policy, but left other principles of
at All Times.” Individual sales clerks run their areas almost as employment intact. In fact, the amount of training for sales
if they were private stores. representatives has increased and the limited commission-
based pay reduced further.
Nordstrom maintains a continuous stream of programs
to motivate employees toward the goal of providing intensive Professional Service Firms: Information and Advice
service, but it offers very little of what could be thought of as as the Product
training. The pay system is leaded toward commissions, Boston Consulting Group (BCG) and McKinsey & Company
which makes it possible for clerks to earn sizable incomes. are among the world’s leading strategic consulting firms.
Nordstrom sales personnel are also ranked within each Both have world-wide operations, and their reputations for
department according to their monthly sales: the most suc- thoughtful leadership and quality service to management
cessful are promoted (virtually all managers are promoted are comparable. Both firms hire from the best undergraduate
from within) and the least successful let go. and MBA programs and compete for the top students. Both
have rigorous selection procedures and exceptional compen-
In Nordstrom’s fashion-oriented retail business, the ser- sation. Yet the characteristics of the people the two firms
vice that customers demand is not detailed knowledge of the hire, and the way each firm manages people, differ in impor-
products, but personal contact. The clerk’s emotional energy tant ways. Again, the practices relate to the companies’
is important—and hustle, running across the store to match approaches to their markets.
an item, remembering an individual customer’s tastes, etc.
Impulse purchases are more important in fashion than in BCG tends to attract candidates with very broad per-
other segments of retailing, and the clerk’s effort can be espe- spectives on business. Some have started their own busi-
cially important in such sales. nesses, and others leave BCG to found new companies.
BCG also maintains something of a “revolving door” with
The Nordstrom employment system fuels an intense academia, hiring business school professors as consultants
level of personal motivation and customer contact. The com- and sometimes losing consultants to faculty positions in busi-
missions, internal competition, and motivation programs ness schools. Once hired, consultants jump right into work,
provide the drive, while autonomy and the absence of rules albeit closely supervised, and the formal training they receive
allow it to be exercised. Many new hires do not survive— is likely to be from outside courses.
Nordstrom’s turnover ranks among the highest in the indus-
try. But because the investment in each employee is relatively BCG has an entrepreneurial environment—an expecta-
small, such turnover is not a real problem. tion that each project team will come up with its own inno-
vative approach. Each office is seen as having a slightly
Sears is also in the retail business, of course, and service different culture. BCG pays less than many of its competitors,
is part of what it sells. But it is service of a different kind, in
part because housewares, rather than fashion, dominate its
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 173
but offers more individualized incentive pay, reinforcing the unrelated to business. Harvard hires them as assistant profes-
entrepreneurial culture. sors and turns them into business experts. Harvard is also
known for a faculty with unique skills and abilities: a deep
While BCG has some standard “products” such as time- and practical knowledge of business problems typically
based competition and capabilities-based strategies, these are acquired through clinical methods, and the ability to teach
not the source of its competency. Indeed, some products, “cases” using the Socratic method. Compared with other
such as the “Growth-Share” matrix, are well-publicized and schools, Harvard is organized more by problem areas and
basically given away. The value added comes from the cus- teaching responsibilities than by traditional academic fields.
tomized application to the client’s situation. Many of BCG’s
projects do not even start with these products but rather with Several personnel practices support the development of
a “clean sheet of paper” approach. What clients buy, there- these skills. Until recently, a system of post-doctoral fellow-
fore, are original solutions and approaches to their problems. ships specifically for Ph.D.s in non-business fields helped
And these approaches begin with consultants whose varied them learn about business. The best of these fellows were
backgrounds and entrepreneurial spirit help produce a then hired as assistant professors. A second practice is a lon-
unique product. ger tenure clock than at many schools—nine years—which
makes it easier for candidates to make the significant invest-
McKinsey, on the other hand, has historically taken vir- ment in Harvard-specific methods and for the institution to
tually all of its new hires from on-campus recruiting and observe who is really fitting in. The tenure evaluation is more
rarely hires from other employers. It tends to prefer candi- likely to stress factors specific to Harvard, such as course
dates with technical backgrounds, such as engineering and development, and to rely on evaluations from internal fac-
computer science, who have depth in some functional busi- ulty. Finally, Harvard has been much more inclined than
ness area. The new entrants vary less in terms of their man- most schools to hire its own students as faculty, providing a
agement experience and come in as “blank slates” in terms of more direct way of ensuring that the faculty “fit” into the
their consulting ideas. If McKinsey consultants leave, they are organization.
more likely to take senior line management positions in cor-
porations than entrepreneurial positions. The Wharton School exemplifies the other end of the
continuum. It seeks faculty whose work is recognized as
McKinsey provides new consultants with extensive excellent, in academic fields such as finance, accounting,
training in the company’s method of project execution and and management. Like most business schools, Wharton
management, even though this is highly tailored to each cli- hires its faculty from the network of Ph.D. programs and
ent’s situation. McKinsey’s size—3,000 consultants compared competitor schools with similar departments that make up
to 800 at BCG—may create scale economies in training new the academic labor market. It is extremely rare that Wharton
entrants that make it easier for the firm to provide such pro- will hire one of its own Ph.D. students. Indeed, a majority of
grams itself. The firm expects the career path to the highest the tenured professors have been hired away from a faculty
position, senior partner, to take approximately 12 years (ver- position elsewhere. The tenure decision is based largely on
sus six to eight at BCG), which gives the consultants a long evaluations from faculty at other schools as a way of ensuring
period to learn how to fit in. that successful candidates truly have skills recognized else-
where. And a shorter tenure clock makes it easier to move
The company is known for the “McKinsey way.” faculty in and out, making use of the outside market.
McKinsey believes that it is important to provide its clients
with consistent services; the client knows what to expect from What Wharton gets from its faculty, then, are skills ori-
the project teams whose products and techniques are regarded ented toward academic functional areas. Within the school,
as proprietary and are not publicized. The firm’s core compe- departments are organized according to academic fields. And
tency, therefore, is in the consistent products and techniques the fact that it is the largest of the major business schools
that constitute the “McKinsey way.” This standardization is ensures that each department has considerable depth.
especially notable given the far-flung nature of McKinsey’s
empire. Half of its senior partners are abroad, and 27 of the Given these different orientations, it is not surprising
33 offices it has opened since 1980 are outside the U.S. that the two schools produce different “products”—MBA stu-
dents with different strengths. Harvard graduates are known
Business Schools for their general management orientation and superior dis-
A similar pattern of employment practices applies across cussion skills, while Wharton graduates have superior ana-
business schools. And because these schools serve as supply lytic skills associated with functional areas. It makes sense,
channels for business, the pattern also influences the relation- therefore, that companies interested in general talent like
ships with firms that recruit at those schools. McKinsey prefer Harvard’s MBAs while those interested in
specific skills, like the investment banks, prefer Wharton
As an employer, the Harvard Business School represents graduates. In 1992, for example, 26 percent of the Harvard
the end of the spectrum associated with internal development MBA class went into consulting compared with 20 percent at
of skills. Harvard is well-known for identifying bright young Wharton, while 27 percent of the Wharton class went into
academics who, in many cases, come from fields largely
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174 | Part 1 The Context of Strategic Human Resource Management
commercial and investment banking compared with only With this substantial investment in skills, the company
18 percent at Harvard. goes to great lengths to ensure that the new workers (and
their skills) stay around long enough for the investment to
Financial Services be recouped. First, Chubb keeps its underwriters from the
The property and casualty section of the insurance industry is boredom of desk jobs, which often produces turnover else-
based, perhaps more directly than other businesses, on where, by making them agents. The fact that underwriters
knowledge and skills. The ability to identify and assess risk go to the field to do the selling is a key factor in creating
in unique situations, for example, is the central issue in the Chubb’s competency. It eliminates communication problems
business, so it may not be a surprise that employees and the that might otherwise exist between the sales and underwrit-
practices used to manage them are at the heart of competen- ing functions. The underwriter gets better information for
cies in this industry. assessing risks, and also provides customers with better ser-
vice, including better information about their risks. The
Yet we find a very wide range of people management superior abilities of the underwriter/agents make it possible
practices and policies in the property and casualty business, to combine these two roles.
a range that once again appears to result from different com-
petitive strategies that are driven by different competencies. Second, Chubb fills vacancies internally, moving people
The two property and casualty firms exemplifying the most frequently and retraining them for new jobs. The pace of
marked difference with respect to people management are work eventually pushes some people out of the organization,
Chubb and American International Group (A.I.G.). Yet but they rarely go to other insurance companies and more
both are among the most profitable firms in the entire insur- typically become independent agents, helping to expand the
ance business. network for Chubb’s business. And this turnover expands
what would otherwise be very limited opportunities for career
Chubb, often described by competitors as the “Cadillac” development in a reasonable stable organization.
of its industry, is successful by being the best at what it does.
Chubb does not create new markets or drive the ones that it American International Group (A.I.G.) achieves its high
is in through low prices. Instead, in the property business, it level of profitability in a different way, but one that also relies
tries to find the very best risks that will provide a high return on its human resources. A.I.G. is a market maker. It identifies
on its premiums. Chubb often goes after customers of other new areas of business, creates new products, and benefits
firms who it believes are good risks, identifies “gaps” or pro- from “first mover” advantages. It was the first insurer allowed
blems in their coverage, and offers them superior insurance into communist China and has recently entered the Russian
protection. For both businesses and individuals, Chubb also market. A.I.G. thrives by finding markets where it has little
looks for customers who are willing to pay a premium for competition, often high-risk operations that competitors
superior service that is manifested by intensive customer con- avoid. Once companies that compete on price enter its mar-
tact. It has a reputation for being the “insurer of choice” for kets, A.I.G. might well move on to another product.
the very wealthy who are willing to pay a premium for super-
ior service and customer contact. The company’s competencies, therefore, are in
marketing—identifying new business areas—and in the abil-
In short, Chubb earns above-market profits by targeting ity to change quickly. It pursues change with a set of policies
those customers who will pay some premium for superior that are virtually the mirror opposite of Chubb’s. Operating
products and service and by identifying particularly good in a highly decentralized manner by creating literally hun-
risks not spotted by competitors. These competencies— dreds of subsidiary companies, each targeted to a specific
superior underwriting and service—are generated by Chubb’s market, it creates new companies to attack new markets
employee management practices. and staffs them by hiring experts with industry skills from
other firms. It has been known to hire away entire operations
Chubb makes a substantial investment in its employees, from competitors, typically for much higher pay. For exam-
beginning with recruitment. Historically, it has recruited ple, it hired the head and seven other members of Drexel
graduates, regardless of major, from the most prestigious Burnham Lambert’s interest rate swap department in 1987
undergraduate schools. These candidates, often from the lib- as part of its move into capital markets.
eral arts, come with the interpersonal and communication
skills upon which insurance-specific skills can be built. The A.I.G. has little interest in developing commonalities
recruiters seek out applicants who “look like” Chubb’s across its companies. The executives in each company are
customers—i.e., who have personal contacts in the monied managed through a series of financial targets—with generous
class and are comfortable with potential customers in that rewards for meeting the targets—and are otherwise given
social stratum. New hires participate in several months of considerable autonomy in running the businesses. When a
intensive training and testing before going to the branch market dries up or tough competition enters the picture,
into which they were hired. For the next 6 to 12 months, A.I.G. may close shop in that arena. For example, the com-
they work alongside established underwriters in an pany’s top executives forced out most of the original manage-
apprentice-like system. ment team at A.I.G. Global Investors after determining that
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 175
the profit potential in that market was no longer there. The updates broadcast to each of its more than 200 locations.
fact that the company changes markets so quickly would Empowering individual employees also requires that they
make it difficult to recoup an investment in developing have the information and skills to make good decisions.
employees with market-specific skills itself, so it relies on FedEx requires that employees pass interactive skills tests
the outside labor market instead. every six months. The tests are customized to each location
and employee, and the results are tied to a pay-for-skill
The advantages of speed in attacking markets effectively program.
make other ways of competing difficult. For example, hiring
experienced employees away from competitors without offer- UPS, on the other hand, has none of these people man-
ing any real job security means that A.I.G. is paying top dol- agement practices. Employees have no direct say over work
lar to get them, an expense that would make it difficult to organization matters. Their jobs are designed in excruciating
compete as a low-cost provider. The reverse argument detail, using time-and-motion studies, by a staff of more than
could be made about Chubb, that the investment in people 3,000 industrial engineers. Drivers are told, for example, how
required to develop the competencies needed to exploit exist- to carry packages (under their left arm) and even how to fold
ing markets would be too slow and expensive for attacking money (face up). The company measures individual perfor-
new markets as they emerge. mance against company standards for each task, and assesses
employee performance daily. There are no efforts at
Beyond Direct Services employee involvement other than collective bargaining over
contract terms through the Teamsters’ Union. The union at
The link between employees and product market strategy is UPS does not appear to be the force maintaining this system
sometimes less direct when one moves away from services. of work organization. The initiative on work organization
But there are still relationships between the way employees issues has been with management, which has shown little
are managed, the competencies employees help produce, and interest in moving toward work systems such as FedEx
the way companies compete. Let’s consider two examples, champions. Indeed, the view from the top of the company
one from a service industry that relies heavily on technology, has been that virtually all of the company’s problems could
the other from food and beverage manufacturing. be addressed by improving the accountability of employees—
setting standards for performance and communicating them
The Shipping Business to workers.
It is difficult to find two companies with people management
systems that are more different than those at Federal Express The material rewards for working at UPS are substantial
and United Parcel Service. FedEx has no union, and its work and may, in the minds of employees, more than offset tight
force is managed using most of the “hot” concepts in con- supervision and the low level of job enrichment. The com-
temporary human resource management. The company has pany pays the highest wages and benefits in the industry, and
pay-for-suggestions systems, quality-of-worklife programs, it also offers employees gainsharing and stock ownership
and a variety of other arrangements to “empower” employees plans. UPS remains a privately held company owned by its
and increase their involvement. The most important of these employees. In contrast to FedEx, virtually all promotions
may be its “Survey-Feedback-Action” program that begins (98 percent) are filled from within, offering entry-level dri-
with climate surveys and reviews by subordinates and ends vers excellent long-term prospects for advancement. As a
with each work group developing a detailed action plan to result of these material rewards, UPS employees are also
address the problems identified by the surveys and reviews. highly motivated and loyal to the company. The productivity
of UPS’s drivers, the most important work group in the deliv-
Employees at FedEx play an important role in helping to ery business, is about three times higher (measured by deliv-
design the work organization and the way technology is used, eries and packages) than that at FedEx.
and employee hustle and motivation have helped make
FedEx the dominant force in the overnight mail business. Why might it make sense for UPS to rely on highly
As evidence that initiatives paid off, FedEx claimed the engineered systems that are generally thought to contribute
honor of being the first service company to win the Malcolm to poor morale and motivation, and then offset the negative
Baldrige National Quality Award. effects with strong material rewards, especially when FedEx
offers an alternative model with high levels of morale and
One of the goals at FedEx is that every employee should motivation and lower material rewards? Differences in tech-
be empowered to do whatever is necessary to get a job done. nology do not explain it. FedEx is known for its pioneering
Decentralized authority and the absence of detailed rules investments in information systems, but UPS has recently
would lead to a chaotic pattern of disorganized decisions in responded with its own wave of computerized operations.
the absence of a strong set of common norms and values. Yet the basic organization of work at UPS has not changed.
FedEx achieves those with an intensive orientation program
and communication efforts that include daily information The employment systems in these two companies are
driven by their business strategies. FedEx is much the smaller
of the two companies, operating until recently with only one
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176 | Part 1 The Context of Strategic Human Resource Management
hub in Memphis, and focusing on the overnight package supply the U.S. forces. With such enormous market recogni-
delivery service as its platform product. UPS, in contrast, tion, Coke’s business strategy centers on maintaining its posi-
has a much wider range of products. While its overnight tion and building on its carefully groomed image. Compared
delivery volume is only 60 percent of FedEx’s, its total busi- with other companies its size, Coca-Cola owns and operates
ness is nine times as large (11.5 million deliveries per day few ventures besides Coke (especially now that its brief fling
versus 1.2 million at FedEx). with Columbia Pictures is over) and has relatively few bot-
tling franchises with which to deal. Indeed, the largest fran-
The scale and scope of UPS’s business demand an chisee, which controls 45 percent of the U.S. market, is
extremely high level of coordination across its network of owned by Coca-Cola itself.
delivery hubs, coordination that may be achievable only
through highly regimented and standardized job design. The Given its dominance, the Coke trademark is akin to a
procedures must be very similar, if not identical, across opera- proprietary technology, and Coca-Cola’s business strategy
tions if the different delivery products are to move smoothly turns on subtle marketing decisions that build on the trade-
across a common network that links dozens of hubs. mark’s reputation. This is not to suggest that running Coke’s
business strategy is easy. Rather, the decisions are highly con-
The highly integrated system at UPS parallels the expe- strained within a framework of past practices and reputation.
rience with assembly line production, where workers are (One of the reasons that “New Coke” was such a debacle, it
closely coupled to each other by the line. The elimination of can be argued, was that it broke away from the framework
“buffers” or inventory stocks between work stations associ- represented by Coke’s tradition.)
ated with just-in-time systems increases the coupling and dic-
tates that the pace at which work flows be the same across all History as Influence
groups, substantially eliminating the scope for autonomy
within groups and increasing the need for coordination What determines the investments in particular employ-
across groups. The delivery business is like an extreme ver- ment practices in the first place is a fascinating ques-
sion of a just-in-time system in that there can be no buffers. tion. Often, the differences in practices seem to be
A package arrives late from another hub, and it misses its associated with the period when the organization was
scheduled delivery—clearly a worse outcome even than a formed. UPS, for example, was founded in 1907 when
temporary break in the flow of an assembly line. And the the scientific management model for effective work
more points of interchange, the more the need for coordina- organization was in full bloom. Federal Express, in con-
tion. Changes in practices and procedures essentially have to trast, was founded in 1971 when job enrichment and
be system-wide to be effective. Such coordination is incom- work reform programs were the innovations taught in
patible with significant levels of autonomy of the kind associ- every major business school. Similarly, companies like
ated with shop floor employee decision making. It is Sears (founded in 1886) grew up in the period where
compatible with the system-wide process of collective bar- top-down, command-and-control systems of work
gaining, however. organization dominated American industry. While
Nordstrom began as a shoe store in 1901, it did not
In short, the scale and scope of UPS’s business demand a sell apparel until 1966 and became a major organization
level of coordination that is incompatible with individual some time later, when more decentralized management
employee involvement and a “high commitment” approach. structures became popular.
UPS substitutes a system of unusually strong material rewards
and performance measurement to provide alternative sources In the pairs discussed here, the older companies
of motivation and commitment. Having historically one hub at are the ones with employment practices that invest in
FedEx meant that there were fewer coordination problems, their employees. Whether the different practices of the
allowing considerable scope for autonomy and participation newer member of the pair resulted simply from growing
in shaping work decisions at the work group level and more up in a different period (i.e., Federal Express) or from a
of a “high commitment” approach. need to differentiate itself from the more established
competitor (i.e., Pepsi), or both is an open question.
Food and Beverages
Few products appear to be more similar than soft drinks, yet Managing Coca-Cola therefore requires a deep firm-
“The Cola Wars” that marked the product market competi- specific understanding and a “feel” for the trademark that
tion between Coke and Pepsi show how even organizations cannot be acquired outside the company—or even quickly
with highly similar products can be differentiated by their inside it. What Coke does, then, is build an employment sys-
business strategies. tem that both creates those skills and hangs onto them. Coke
typically hires college graduates—often liberal arts majors
Coke is the most recognized trademark in the world.
First marketed some 70 years before Pepsi, Coke has been a
part of American history and culture. In World War I,
for example, Coca-Cola set up bottling plants in Europe to
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 177
and rarely MBAs—with little or no corporate experience and of as a little stodgy.” In part because of higher turnover, Pepsi
provides them with intensive training. Jobs at Coke are very employees have significantly less loyalty to the company than
secure. Adequate performers can almost count on lifetime do their counterparts at Coke. Indeed, the main issue that
employment, and a system of promotion-from-within and unites them, some say, is their desire to “beat Coke.”
seniority-based salary increases provides the carrot that
keeps employees from leaving. The internal company culture What Pepsi gets from this system is a continuous flow of
is often described as family-like. Decision making is very cen- new ideas (e.g., from experienced new hires), the ability to
tralized and there is little autonomy and a low tolerance for change quickly (e.g., hiring and firing), and the means for
individual self aggrandizement: No one wants an unsuper- attacking many different markets in different ways (e.g.,
vised, low-level decision backfiring on the trademark. To decentralized decision making with individual autonomy).
reinforce the centralized model, performance is evaluated at
the company or division level. Conclusions
Coca-Cola slowly steeps its new employees in the com- Our paired comparisons uncover clear patterns in the rela-
pany culture—in this case, an understanding of the trade- tionships between business strategies and employment prac-
mark’s image. The people management system then ensures tices. Organizations that move quickly to seize new
that only career Coke managers who have been thoroughly opportunities compete through flexibility and do not develop
socialized into worrying about the company as a whole get to employee competencies from within. It does not pay to do so.
make decisions affecting the company. Instead, these organizations rely on the outside market to
take in new competencies, individualism to sustain perfor-
Perhaps the main point in understanding Pepsi is simply mance, and the outside market to get rid of old competencies.
that it is not Coke. Pepsi has prospered by seeking out the Organizations that compete through their dominance in an
market niches where Coke is not dominant and then differ- established market or niche, on the other hand, rely on
entiating itself from Coke. From its early position as a price organization-specific capabilities developed internally and
leader (“Twice as Much for a Nickel”) to contemporary group-wide coordination.
efforts at finding a “New Generation” of consumers, Pepsi
cleans up around the wake left by the Coke trademark. Exhibit 1 illustrates the relationship between the way in
which human resource competencies are generated and the
Pepsi has found new markets by becoming highly diver- business strategies that flow from them. The “flexibility”
sified. Its fast food operations—Taco Bell, Pizza Hut, Ken- dimension is associated with “prospectors”—companies that
tucky Fried Chicken—provide proprietary outlets for Pepsi seek first-mover advantages in attacking new markets or
soft drinks. Pepsi markets more aggressively to institutional
buyers like hotels and restaurants than does Coke, which is EXHIBIT 1 HR Competencies
focused on individual consumers. Pepsi also has many more and Business
bottling franchises that operate with some autonomy. Business Strategies
Strategies
Given this strategy of operating in many different mar- Flexibility HR Competencies
kets, Pepsi faces a much more diversified and complicated set
of management challenges. It relies on innovative ideas to Established Markets/ “Outside” “Inside”
identify market niches, and it needs the ability to move fast. Niches Development Selection
Its people management system makes this possible. Pepsi
hires employees with experience and advanced Raiders —
degrees—high-performing people who bring ideas with BCG
them. In particular, Pepsi brings in more advanced technical A.I.G.
skills. Once in the company, Pepsi fosters individual compe- Pepsi
tition and a fast-track approach for those who are successful
in that competition. The company operates in a much more 49ers
decentralized fashion with each division given considerable
autonomy, and performance is evaluated at the operating — McKinsey
and individual levels. The recent restructuring has moved Chubb
toward further decentralization and introduced the “Share-
power” stock option program designed to push entrepreneur- Coke
ial action down to individual employees.
Pepsi employees have relatively little job security, which
is accentuated by the absence of a strong promotion-
from-within policy. One Pepsi insider commented: “When-
ever anybody is either over 40 or has been in the same Pepsi
job for more than four or five years, they tend to be thought
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178 | Part 1 The Context of Strategic Human Resource Management
quick responses to changing customer preferences. The those competitors that are also trying to secure skills and
“established markets” category is linked to classifications competencies directly from the market. The Raiders’ player
like “defenders,” firms that maintain stable market niches. management, for example, has been particularly good at
The most interesting part of the chart is the absence of incorporating and accommodating talented players who have
cases in the off-diagonal quadrants. It is difficult to think of trouble playing effectively under other systems. The fact that
companies with a tradition of internal development that are BCG is able to hire new consultants at salaries somewhat
known for their flexibility in response to markets or ones below those of its leading competitors suggests a competency
with reputations for outside hiring that have the kind of pro- in recruiting—an ability to identify underpriced talent and/or
prietary competencies associated with established products job characteristics that substitute for salary.
and market.
The Need for Change
There may well be a natural equilibrium in the market- The increase in the need for flexibility and change, pressures
place between the flexible and established market firms. that virtually all firms feel, may be exacting a toll on employ-
Companies like Pepsi and A.I.G. exist in part because they ers that develop their own competencies. Competitive pres-
have competitors like Coke and Chubb that do not (perhaps sures may be pushing more of them toward the “outside”/
cannot) adapt quickly to new opportunities; similarly, com- “flexibility” quadrant. UPS, for example, did not mount an
panies like McKinsey succeed because their competitors can- overnight delivery business until 1982, despite 10 years of
not easily match the depth of competencies and long-term lessons from FedEx that customers would pay almost twice
investments that they have established. as much for it. It also delayed automating its operations until
1986. It was also slow to develop modern computer and
One factor that helps sustain this equilibrium is the dif- information systems because it did not have the skills in-
ficulty in changing strategies. Historical investments in a par- house to build them and no experience in getting such skills
ticular approach create considerable inertia and reputations on the outside.
that, in turn, affect employee selection long after those invest-
ments have been exhausted. Going from an “inside” employ- A portion of IBM’s recent troubles has been attributed
ment strategy to a market or “outside” approach, and in turn to its inability to respond to changing markets, due in part to
from the “established market” to the “flexibility” quadrant in a lack of new talent and ideas from the outside. Sears’ high-
business strategy, can probably be done more easily than the quality but high-cost sales force became a disadvantage when
reverse (i.e., discarding the firm-specific assets and going to it confronted competition from low-cost discounters that
the market for new ones). sold reliable brand-name products. Its delay in restructuring
its operations despite a decade of decline has been attributed
General Electric under Jack Welch may represent one of in part to inbred management. Companies like Coca-Cola
the more successful attempts to make such a change in HR and McKinsey have begun to take in more talent from the
competencies and in business strategy, and even there it has outside, and schools like Wharton that traditionally supplied
taken about a decade. It is very difficult, however, to find exam- functional skills have changed curricula to ensure that their
ples of mature firms that have gone from a market approach to graduates are broader and more flexible. The increased need
an inside employment strategy. Start-up firms and those that for flexibility may erode the market niches mined by firms
are growing rapidly have no choice but to rely on a market with high competencies and specific skills like Chubb. Per-
approach to get staff, and some of these firms eventually switch haps these firms will find lower cost ways of creating the
to an inside strategy. But that is not the same as the transition necessary competencies in the future, possibly assembling
from outside to inside for mature firms. them from the outside market.
The fact that employment practices are so difficult to Whether firms with highly skilled, broadly trained
change and transfer helps explain the basic notion that core employees can be more flexible in their product markets
competencies should drive business strategy and not vice than firms that hire-and-fire to change their competencies
versa: It may be easier to find a new business strategy to go is an important empirical question. The former may well be
with one’s existing practices and competencies than to develop better at creating flexibility within their current product mar-
new practices and competencies to go with a new strategy. ket (e.g., “quick response” or customized production)
although the latter may achieve more flexibility in moving
Companies that secure skills and competencies in the out- across product markets.
side market, on the other hand, are pursuing a strategy that is
not difficult to reproduce. And if these competencies are in fact Public policy discussions about changing employment
available to everyone on the open market, how can they gener- practices in the nation as a whole—increased levels of employer
ate a unique competency and competitive advantage for any investment in skills or introducing “high performance” systems
one firm? One answer is that a firm may be better at spotting
talent on the open market or at managing that talent than are
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 179
of work organization—must be thought through very care- SELECTED BIBLIOGRAPHY
fully in light of the above arguments. Mandated changes in
employment practices could well alter the competencies of Resource-based arguments in the strategy field suggest that the
organizations and their business strategies. Some might source of competitive advantage lies within the firm, not in
argue that changing business strategies is a desirable out- how it positions itself with respect to the market. See Robert
come. The constraints on dismissing employees in European M. Grant, “The Resource-Based Theory of Competitive
countries, for example, encourage investments in existing Advantage: Implications for Strategy Formation,” California
employees and, it is argued, shift production toward the Management Review, Vol. 33, 1993. Among the most influen-
higher quality (and higher cost) markets that make use of tial of the resource-based arguments has been C. K. Prahalad
higher skills. But they may also drive out of business firms and G. Hamel, “The Core Competence of the Corporation,”
that rely on first-mover advantages based on very high levels Harvard Business Review, May–June 1990, which suggests that
of internal flexibility. The fact that distinctive ways of com- the key resource of a firm lies on the procedural side. Several
peting appear to be driven by competencies and capabilities articles document differences in human resource practices
that are created by unique sets of employee management among otherwise similar firms. One of the most interesting of
practices helps explain the long-standing puzzle noted earlier: these sees the differences as relating to business strategies:
Why is there so much variance in management practices? Jeffrey B. Arthur, “The Link Between Business Strategy and
Even practices that appear to have been demonstrated to be Industrial Relations Systems in American Steel Minimills,”
“best” in some firms never seem to sweep over the business Industrial and Labor Relations Review, Vol. 45, 1992.
community as a whole.
Among more behaviorally oriented research, many studies
None of this suggests, of course, that all practices are find that the process of selection may create distinctive
equally good. For practices that are not central to an organi- organizational characteristics. See Ben Schneider, “The Peo-
zation’s core competency, there may indeed be best practices ple Make the Place,” Personnel Psychology, Vol. 40, 1987.
that clearly cut across firms; for companies with similar busi-
ness strategies, hence similar core competencies, it may also Evidence about the organizations described in this article
be possible to identify management practices that dominate often included published material. Interesting evidence
others—“lean production” among auto assemblers, for exam- explaining the link between employment strategies and
ple. But it should come as no surprise that variety in employ- business needs at Sears is reported in Dave Ulrich, Richard
ment practices, as in other aspects of life, can be a source of Halbrook, Dave Meder, Mark Stuchlik, and Steve Thorpe,
distinctiveness and competitive advantage. “Employee and Customer Attachment: Synergies for Com-
petitive Advantage,” Human Resource Planning, Vol. 41,
Source: Peter Cappelli and Anne Crockett-Hefter, “Distinctive Human 1992. Complete references for the company material pre-
Resources Are Firms’ Core Competencies,” Organizational Dynamics, sented in this paper are available from the authors.
Winter 1996, pp. 7–22. Elsevier Science.
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
180 | Part 1 The Context of Strategic Human Resource Management
READING 4.2
Employee Engagement and Commitment
A Guide to Understanding, Measuring and Increasing
Engagement in Your Organization
Robert J. Vance
Employee Engagement First Engagement Pays Off at Molson Coors
Brewing Company
[No] company, small or large, can win over the long run
without energized employees who believe in the [firm’s] At beverage giant Molson Coors, engaged employees were
mission and understand how to achieve it. That’s why five times less likely than nonengaged employees to have a
you need to take the measure of employee engagement safety incident and seven times less likely to have a lost-time
at least once a year through anonymous surveys in which safety incident. Moreover, the average cost of a safety inci-
people feel completely safe to speak their minds. dent for engaged employees was $63, compared with an
average of $392 for nonengaged employees. By strengthen-
Jack and Suzy Welch ing employee engagement, the company saved $1,721,760
in safety costs during 2002. Engagement also improved sales
Employees who are engaged in their work and committed to performance at Molson Coors: Low-engagement teams fell
their organizations give companies crucial competitive far behind engaged teams in 2005 sales volumes. In addi-
advantages—including higher productivity and lower tion, the difference in performance-related costs of low- vs.
employee turnover. Thus, it is not surprising that organizations high-engagement teams totaled $2,104,823.
of all sizes and types have invested substantially in policies and
practices that foster engagement and commitment in their But what are employee engagement and commitment,
workforces. Indeed, in identifying the three best measures of a exactly? This report examines the ways in which employers
company’s health, business consultant and former General and corporate consultants define these terms today, and offers
Electric CEO Jack Welch recently cited employee engagement ideas for strengthening employee engagement. Though different
first, with customer satisfaction and free cash flow coming in organizations define engagement differently, some common
second and third, respectively.1 “Reaping Business Results at themes emerge. These themes include employees’ satisfaction
Caterpillar” and “Engagement Pays Off at Molson Coors Brew- with their work and pride in their employer, the extent to which
ing Company” show two examples of companies that benefited people enjoy and believe in what they do for work and the
from enhancing engagement and commitment. perception that their employer values what they bring to the
table.The greater anemployee’s engagement, themorelikelyheor
Reaping Business Results at Caterpillar she is to “go the extra mile” and deliver excellent on-the-job
performance. In addition, engaged employees may be more likely
Construction-equipment maker Caterpillar has gar- to commit to staying with their current organization. Software
nered impressive results from its employee engagement giant Intuit,2 for example, found that highly engaged employees
and commitment initiatives, including: are 1.3 times more likely to be high performers than less engaged
employees. They are also five times less likely to voluntarily leave
• $8.8 million annual savings from decreased attrition, the company.
absenteeism and overtime (European plant)
Clearly, engagement and commitment can potentially
• a 70% increase in output in less than four months translate into valuable business results for an organization. To
(Asia Pacific plant) help you reap the benefits of an engaged, committed workforce
at your organization, this report provides guidelines for under-
• a decrease in the break-even point by almost 50% in standing and measuring employee engagement, and for design-
units/day, and a decrease in grievances by 80% ing and implementing effective engagement initiatives. As you
(unionized plant) will see, everyday human resource practices such as recruit-
ment, training, performance management and workforce sur-
• a $2 million increase in profit and a 34% increase in veys can provide powerful levers for enhancing engagement.
highly satisfied customers (start-up plant)
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Chapter 4 The Evolving/Strategic Role of Human Resource Management | 181
Employee Engagement: Key Ingredients measurement techniques. These ingredients include the
degree to which employees fully occupy themselves in their
“Employee Engagement Defined” shows examples of engage- work, as well as the strength of their commitment to the
ment definitions used by various corporations and consultan- employer and role. Fortunately, there is much research on
cies. Clearly, definitions of employee engagement vary greatly these elements of engagement—work that has deep roots in
across organizations. Many managers wonder how such an individual and group psychology. The sections following
elusive concept can be quantified. The term does encompass highlight some of these studies.
several ingredients for which researchers have developed
Employee Engagement Defined
CORPORATIONS
Caterpillar
Engagement is the extent of employees’ commitment, work effort, and desire to stay in an organization.
Dell Inc.
Engagement: To compete today, companies need to win over the MINDS (rational commitment) and the HEARTS
(emotional commitment) of employees in ways that lead to extraordinary effort.
Intuit, Inc.3
Engagement describes how an employee thinks and feels about, and acts toward his or her job, the work experience and
the company.
CONSULTANTS and RESEARCHERS
Corporate Leadership Council
Engagement: The extent to which employees commit to something or someone in their organization, how hard they
work and how long they stay as a result of that commitment.
Development Dimensions International
Engagement is the extent to which people enjoy and believe in what they do, and feel valued for doing it.
The Gallup Organization
Employee engagement is the involvement with and enthusiasm for work.
Hewitt Associates
Engagement is the state of emotional and intellectual commitment to an organization or group producing behavior that
will help fulfill an organization’s promises to customers – and, in so doing, improve business results.
Engaged employees:
• Stay – They have an intense desire to be a part of the organization and they stay with that organization;
• Say – They advocate for the organization by referring potential employees and customers, are positive with
co-workers and are constructive in their criticism;
• Strive – They exert extra effort and engage in behaviors that contribute to business success.
Institute for Employment Studies4
Engagement: A positive attitude held by the employee toward the organization and its values. An engaged employee is
aware of business context, and works with colleagues to improve performance within the job for the benefit of the orga-
nization. The organization must work to develop and nurture engagement, which requires a two-way relationship
between employer and employee.
Kenexa
Engagement is the extent to which employees are motivated to contribute to organizational success, and are willing to
apply discretionary effort (extra time, brainpower and effort) to accomplishing tasks that are important to the achieve-
ment of organizational goals.
Towers Perrin
Engagement is the extent to which employees put discretionary effort into their work, beyond the required minimum to
get the job done, in the form of extra time, brainpower or energy.
Copyright Towers Watson, reprinted with permission.
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182 | Part 1 The Context of Strategic Human Resource Management
Occupying the Job restructure themselves. At some companies, restructuring has
Psychologist William Kahn5 drew on studies of work roles6 and meant reductions in staff and in layers of management.
organizational socialization7 to investigate the degrees to which
people “occupy” job roles. He used the terms “personal engage- Employee Engagement Survey Items:
ment” and “personal disengagement” to represent two ends of a Samples
continuum. At the “personal engagement” end, individuals fully
occupy themselves—physically, intellectually and emotionally— DELL
in their work role. At the “personal disengagement” end, they • Even if I were offered a comparable position with
uncouple themselves and withdraw from the role.
similar pay and benefits at another company,
How do people become personally engaged in their I would stay at Dell.
work activities? Why do they become more engaged in • Considering everything, Dell is the right place for me.
some activities than others? Scholars have proposed answers
to these questions based on their studies of the psychology of DEVELOPMENT DIMENSIONS INTERNATIONAL
commitment. • My job provides me with chances to grow and
Committing to the Work and the Company develop.
Some experts define commitment as both a willingness to • I find personal meaning and fulfillment in my work.
persist in a course of action and reluctance to change plans, • I get sufficient feedback about how well I am doing.
often owing to a sense of obligation to stay the course. People
are simultaneously committed to multiple entities, such as INSTITUTE FOR EMPLOYMENT STUDIES12
economic, educational, familial, political and religious institu- • A positive attitude toward, and pride in, the
tions.8,9 They also commit themselves to specific individuals,
including their spouses, children, parents and siblings, as well organization.
as to their employers, co-workers, supervisors and customers. • A willingness to behave altruistically and be a good
Commitment manifests itself in distinct behavior. For team player.
example, people devote time and energy to fulfill their on- • An understanding of the bigger picture and a will-
the-job responsibilities as well as their family, personal, com-
munity and spiritual obligations. Commitment also has an ingness to go beyond the requirements of the job.
emotional component: People usually experience and express
positive feelings toward an entity or individual to whom they INTUIT13
have made a commitment.10 Finally, commitment has a • I am proud to work for Intuit.
rational element: Most people consciously decide to make • I would recommend Intuit as a great place to work.
commitments, then they thoughtfully plan and carry out • I am motivated to go “above and beyond” what is
the actions required to fulfill them.11
expected of me in my job.
Because commitments require an investment of time as
well as mental and emotional energy, most people make them TOWERS PERRIN
with the expectation of reciprocation. That is, people assume • I am willing to put in a great deal of effort beyond
that in exchange for their commitment, they will get some-
thing of value in return—such as favors, affection, gifts, atten- what is normally expected to help my organization
tion, goods, money and property. In the world of work, succeed.
employees and employers have traditionally made a tacit • I understand how my role in my organization is
agreement: In exchange for workers’ commitment, organiza- related to my organization’s overall goals, objectives
tions would provide forms of value for employees, such as and direction.
secure jobs and fair compensation. Reciprocity affects the • My organization inspires me to do my best work.
intensity of a commitment. When an entity or individual to
whom someone has made a commitment fails to come Copyright Towers Watson, reprinted with permission.
through with the expected exchange, the commitment erodes.
Although restructuring helps organizations compete, these
Dramatic changes in the global economy over the past changes have broken the traditional psychological employment
25 years have had significant implications for commitment “contract” and its expectations of reciprocity. Employees have
and reciprocity between employers and employees—and thus realized that they can no longer count on working for a single
for employee engagement. For example, increasing global employer long enough to retire. And with reduced expectations
competition, scarce and costly resources, high labor costs, con- of reciprocity, workers have felt less commitment to their
sumer demands for ever-higher quality and investor pressures employers. Many companies, having broken both formal and
for greater returns on equity have prompted organizations to
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Mello, A Seffrey Strategi Human Resources Management, 4th Edition, Siena College (1)
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