Introducing Strategic HRM to fellow HR Managers in the DRC (part 2)

~~I my previous article on this (part 1) I was saying that the survey which I conducted on SHRM in the DRC has actually demonstrated there were many areas of improvements in terms of GRHS in the DRC. Based on survey’s answers and inspired by Armstrong in his Handbook for Strategic Human Resources Management (Kogan Page, 2011), I thought I could recommend the following in order to help organizations being more successful through their human resources by means of integrated HR strategies, policies and practices.

First of all, I suggested that organizations start thinking of having broad statements of intent since these help articulate what an organization intends to do about its HRM policies and practices now and in the longer-term in order to ensure that they contribute to the achievement of business objectives.

Another improvement I suggested is on high performance strategy: in addition to focusing on inclusiveness, loyalty, education and training, and flexible working; or on performance outcomes, or innovation and best practice, managers should also think of creating an open and creative culture that is people-centered and inclusive, where decision-taking is communicated and shared through organizations. On Human capital Management strategies, I would suggest that managers try strategies that include the systematic collection and analysis of human capital data that can help them to begin to understand factors that will have a direct impact on the people they manage. These can also help executives to understand and identify areas in which there are issues regarding the effective management of staff and to design management development programmes to address these.

About engagement strategies, HR managers should be aware that the ways in which job holders are led and managed is an important factor that gets people committed to their work and the organization, or motivated to achieve high levels of performance. Regarding knowledge, an important improvement should be that organizations start paying attention on identifying what knowledge needs to be captured and shared. This could help transfer knowledge from those who have it to those who need it in order to improve organizational effectiveness.

On learning and development, I would suggest that organizations go beyond the only consideration of a shared vision and a supportive learning environment, by taking into account more personal factors such as: ‘supported autonomy’ which allows employees feel empowered, use of coaching techniques to draw out the talents of others, recognizing the importance of managers acting as role models, encouraging networks (communities of practice), or aligning systems to vision by getting rid of bureaucracy that produces problems rather than facilitate work.

I am also convinced there is still a room for improvements regarding reward strategies, were I suggest to strengthen the relationship between rewards and performance; but also to develop more flexible approaches to reward that include the reduction of artificial barriers as a result of over- emphasis on grading and promotion, and to clarify what behaviors should be rewarded and why in order to provide a sense of organizational purpose and direction.

Finally, on employee relations, I think organizations in the DRC should pay particular attention to build stable and cooperative relationships with employees that minimize conflict, achieve commitment, develop mutuality and encourage social partnership.