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A workforce strategy plays a central role in the successful execution of your organization’s strategy. Most companies and agencies don’t really have a workforce strategy. They have talent initiatives and broad expressions of “people are our most important asset,” but they usually miss the kind of focus that generates strategic impact.
Significant investment in leadership development programs or emphasis in becoming the employer of choice, often have the look and feel of strategic workforce initiatives. These may all be good business practices and often improve operational excellence, but they don’t necessarily contribute to strategic success, because there is no clear line between workforce success and strategic success.
The Challenge: How many times have you heard the claim “people are the most important asset!” Yet at the first hint of approaching trouble, many organizations’ initial reaction is to impair the value of their labor force.
The Significance: In an era of global competition for both, talent and customer market share, organizations are searching for new, innovative ways to manage talent.
The Solution: By far the best approach is to devise a flexible workforce strategy that is linked to an organization’s strategic capabilities. Strategic Capabilities refers to a organizations’ ability to successfully employ competitive advantages that allow it to maintain and increase value over time. Building a competitive advantage requires the right workforce strategy and it doesn’t mean simply putting people first. It means putting a efficient and effective strategy first and developing a workforce that can successfully execute that strategy.
Our Model: Our model guides your workforce strategy to the following outcomes,
Our approach to managing a strategic workforce strategy is practical; it's research based and above all, it will deliver results. We understand traditional Human Resource ("HR") roles requiring transactional efficiency, policy compliance, employee relations, and program management skills will continue to have value; but HR transformation means only one thing to us and that is HR functions, line managers, and some portion of an organization’s HR professionals will be jointly responsible for strategy execution. Measured in terms of potential impact on organization’s strategy, this is without doubt the most important HR role in the 21st century.
The Valued Added Solutions:
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Is your organization "dollar" clear on how much its workforce contributes to its overall strategy and mission?
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