Perhaps you already feel that your company could use a personnel strategy. Or maybe you don't need it yet, but you plan to expand over time? In both cases, it is worth getting to know the concept, getting to know the possibilities offered by individual personnel strategies and starting to think about what to implement in the future.
HR strategy - many business owners think that it will be useful only at a later stage of operation, and today you need to focus on earning money. Indeed, when a company consists of several people, there may be no need to implement a personnel strategy. However, it may turn out that it is the lack of it that prevents the company's development.
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What are personnel strategies?
Personnel strategies is a concept related to the company's personnel policy. It defines the methods of acquiring new employees, as well as the goals behind a specific recruitment model. The personnel strategy may include the pace of staff growth in the company, employee competences, sources of their acquisition and all other HR issues related to employment planning.
If it is already implemented in your company communication strategy, development, business plan or sales goals, HR strategies are to support the achievement of these predefined goals. The most important thing you should know about this is that you don't need to hire an HR department to implement HR strategies. Initially, you may have a loose plan in your head. Later, just save it. It is worth using it when defining and implementing other goals, e.g. sales goals.
Some entrepreneurs employ an experienced recruiter at the very beginning. Thanks to this, from day one, they can shape and implement a strategy that correlates with the company's goals.
Types of personnel strategies
Personnel strategies are divided into general and specific. The latter serve to achieve specific goals or focus on specific aspects. Subsequently, there are many different personnel strategies described in the literature by numerous researchers, including:
- C. Fisher: offensive and defensive. In the offensive, employees from the market are dynamically recruited, and in the defensive one, employees are recruited from within the organization.
- I. Brunstein: quantitative and qualitative. The first one focuses on filling all positions quickly, and the second one on the quality of acquired employees.
- T lath: oriented towards 'input', 'output' and transformation. It relates to recruiting ("entry"), dismissal ("exit") as well as employee development.
- M Kostera: the model of human capital, which assumes that man by nature is capable and inclined to develop, and the model of the sieve.
An example of a successful personnel strategy
It would be beautiful if we could provide a formula for a successful HR strategy to be used in every company. However, this is one of those aspects of the company's operation that must be adjusted individually to a specific case. You can make a serious mistake by copying the strategy of an apparently similar company of the same size. Let's follow the strategies on the example of two completely different companies of extremely different sizes.
The owner of the company Pani Swojego Czasu started from a sole proprietorship. Soon she started working with a proofreader, virtual assistant and IT specialist, so that she could devote her own time to developing the company, and not to mundane technical or accounting matters. Today, after several years of activity, her team also includes the head of the on-line department, physical products manager, customer service department, technical support department, graphic department, copywriter, Instagram coordinator, photographer, editor, manager, head of marketing, assistant and e-product manager. All this ensures the stable operation of the on-line store and the development of the company, which only 7 years ago consisted of one person.
Another and seemingly extremely different example of a personnel strategy is the one implemented from the very beginning at Google. In fact, however, the initial assumption was similar in both cases. The founders of Google always emphasized that they only hired another person to the team when the previous structure was no longer able to bear the burdens. Today the company has grown to approx. 135 thousand. employees, and the HR strategy is implemented by approx. 400 recruiters. The company's philosophy is to encourage the maximum number of the best people in the industry to apply. Over 2 million. applicants each year allows us to select several thousand of the best talents each year. This is what allows you to stay at the forefront of innovation.
When is it time to implement?
The most common misconception about HR strategy is that it only applies to companies employing several dozen or more people. In fact, it can be useful even for sole traders! There may come a point in the life of active owners of sole proprietorships when they stop working. It is impossible to "squeeze out" a second more from their time. They feel as if they are spending time unnecessarily on chores that someone else could do faster and cheaper. When at this stage they employ 1-2 people to help (initially even occasionally), it may turn out that the company will soon start to develop like never before and will receive invaluable sales support. In short, it is about a situation where the existing employees are overloaded with work and the company loses it.
It may also happen that financial results worsen, and most of the money is spent on the wages of an ineffective crew. In both of these cases, planning your personnel strategy will be the beginning of changes for the better. Problems often arise wherever a group of random people meet who do not care about work. Correct the values on which your company's HR policy is based. You will then have a team that is in the right place and enjoying their work. If you need help with topics related to HR policy in the company, such as employer branding if communication with employeesit is a must talk to me to specialists from Commplace - we will prepare a tailor-made strategy.