Addressing Human Resources Questions
Once you have assessed your organization's current strategic needs, you are in a good position to review human-resources strategies and to clarify what your organization wants in its new chief executive. Consider the following questions:
Organizational structure. What changes are needed if we pursue new strategic directions?
Human resource planning. What changes are needed in the number and types of people and talents that we will need in the future? For example, increasing emphasis on youth programs requires recruitment of younger staff, representing the diversity of the community. Is a planning process in place to help answer human-resources questions?
Management skills. How will changing strategies affect current management skills? What new management capabilities and resources will be required? What will be the implications of attracting highly talented individuals to the organization? What current management strengths or capabilities will be affected by a change in priority or emphasis? What will be the best tools (performance appraisal, compensation, training, labor relations, or other management strategies) to accomplish needed changes?
Consequences of failure to implement human resources programs. What would the organization lose by not making any changes in current human resources practices? What factors (such as safety, pay, unions, government regulations, and opportunities for promotion) would enhance the organization's ability to attract, retain, and develop the kind of employees you need?
In large or small discussion groups, your colleagues can:
- begin reflecting on the extent that they may feel dependent on you, and exploring the prospect of life without your leadership;
- participate in planning your organization's future wellbeing, as they formulate ideas about the leadership qualities that they think are needed at this stage.
Your colleagues can share the responses you receive to these questions, together with your thoughts, proposals, or plans for next steps.
