Topic sentences never run longer than two lines, one line space follows topic sentences, before body

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Making strategy everyones business
Aligning HRM with the organizations strategy
(HR Scorecard)
Mobilizing agents behind a new organizational
strategy (Eco-BPR)
2 integrated projects of the Federal Public
Service for the Economy HRM Development Award
2005
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Our problems, vision big questions
2
HR Scorecard Aligning HRM
3
Eco-BPR Mobilising all agents
4
Results so far lessons learned
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Key proposition main contribution of 2
projects HRM more than ever crucial to achieve
high performance
Strategy
As HRM helps to establish maintain fit among
Organisational design
Environment
The strategy of an organisation is not solely
the responsibility of the CEO but rather of
managers and employees throughout the
organisation, so too its organisational
design John Roberts in The Modern Firm
Main organisational variables People,
Architecture, Routines Culture (PARC)
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Problem 1 we identified Wrong organisational
architecture leading to poor perform.
President
HR
Budget Controlling
Office of the President
ICT
SME Consumers (SPP)
Energy
Sector
Statistics
Regulation
Quality
Controls
of markets



Analysis
Mediation
Security
Economic Information
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Presidents vision Alignment around 3 poles of
activity
Market Regulation
Economic Development
Eco-Stat
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Big question How to mobilise our agents behind
the vision ?
?
How to break up the baronies mentality ?
How to focus on strategic objectives rather than
administrative compliance ?
How to strengthen transversal co-operation ?
How to establish a management by pole while
having to keep, at least for a while, the 7
vertical DGs ?
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HRM SWOT HRM also showing a lack of alignment
performance drive

• Absence of an established performance principle
• Work in isolation resulting in
• poor internal communication
• lack of discipline and of acceptance of standards
• no development culture
• Outdated HRM softwares

• Managing Boards will to modernise
• Integrated management plans
• External support from other admin. (pilot for
  various projects)
• Move to new building (landscape office) 
• New ideas dynamism of recruits 

• Cultural clash
• Clash between development performance
• Belated external approval of the personnel plan
• Excessive formality on the part of some social
  partners

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Vision for HR dpt. Alignment of HRM with the
Presidents vision
A team of HR professionals,
versatile and results orientated,
who assists the members of
the Managing Board
in order to mobilise all employees
to achieve the strategic objectives
of the Ministry within the 3 poles
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Big question for HR How to become a serious
strategic partner change agent ?
?
?
Source Ulrich
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1
Our problems, vision big questions
2
HR Scorecard Aligning HRM
3
Eco/BPR Mobilising all agents
4
Lessons learned
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HR Dpt. Management plan structured along
PUBLIX ...
HR Scorecard Model developped by SD Worx (for
more info hans.suijkerbuijk_at_sd.be)
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and aligned with the Presidents Strategy
Citizens/Entreprises Government Management
of the FPS Civil servants Processes
projects PO Internal Org. Res. PO
External Results
KSF for 3 Poles
Internal Results
Instruments
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HR KPI leading indicators for the Presidents
strategy
Work in progress
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HR KPI leading indicators for the Presidents
strategy
Work in progress
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We still need to increase measurement
sophistication
1. HR - Focused Operational Measures
TRADITIONAL
SHRI Strategic HR Indicators FII Final Impact
Indicators (in private sector, Financial
Indicators)
Source Ulrich, Huselid Becker
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Key achievement External internal HR alignment
with strategy

• Effective HR support
• to strategy execution
• HR agents focused on strategy
• HR dpt. as Strategic partner
• Change agent

Based on Ulrich, Huselid Becker
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Tangible results so far All HR
agents know and work for the execution of the HR
Presidents strategy
HR Scorecard
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1
Our problems, vision big questions
2
HR Scorecard Aligning HRM
3
Eco/BPR Mobilising all agents
4
Lessons learned
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BPR step 0 Getting support and funding from
FPS PO (Horiz. HR)
Preparatory Policy cell
Interne Audit
President
Selor
E-HR
PO
BB
Communication
Log. Secr.
ICT
OFO
Logitics ABA FOR
Personnel
Organisation
Organisation Development
Planning Selection
Personnel Development
Terms of employment Payment management
HRM Topmanagement
Trade union consultation
Knowledge management
Business Project Reengineering
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BPR step 0 FPS PO has funded BPR programs in
various FPS
FPS Economy
FPS Justice
FPS Interior
FPS ...
FPS Personnel Organisation (HR)
FPS Budget Controlling
Fedict (ICT)
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BPR step 1 Identification groupings of 67 main
processes
DG Controle
DG Regulation
Mediate
Elab. Lois réglements
DG Energy
DG Eco. Analysis
Octroyer gérer titres de protections
Execute verification controls
Intern. negociations
Elab. Règles approvis. stock.
Prepare sector analysis
...
...
DG SME
DG Statistics
...
Délivrer aides
...
Élaborer les lois / règlements en cas de Crise
Financieel toezicht uitvoeren
Gather and produce stat.
...
...
Documentation
.
Gather stat. data
...
DG Quality Security
...
...
IT Dpt.
HR Dpt.
...
...
Elab. Règles dom. Techn.
Services of President
Budget Dpt.
...
Pers. planning
...
Budget preparation
Jurididical support
Gather produce numerical data
.
...
International Coordination
...
...
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BPR step 2 14 macro-processes aligned around 3
poles
Market Regulation
Eco. Dvpt
Eco-Stat
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BPR organisation Transversal teams approach
principles
Steering Committee Managing board
Kernteam Sponsor President
150 agents involved
Program office Program Mger HR Dir. Incl. FPS
PO
Switched sponsorships to foster out of the
box thinking
Communic. team
BPR 2 Mixed team
BPR X Mixed team
BPR 1 Mixed team
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BPR planning We are in phase 3 BPR 14 is ready
for implementation
Steering-com-mittee
Phase 1
Phase 5
Phase 3
Phase 4
Steering-com-mittee
Phase 2
Steering-com-mittee
Steering-com-mittee

• Preparation planning
• Identification of opportunities

• Description of objectifs, strategie and important
  principles

• Skech of chosen processes (To Be)
• Evaluation of the actual situation (As Is)
• Identification of Quick Wins

• Gap-analysis
• Global implementation planning, riskanalysis and
  constraints
• Investmentplan

• Implementation through programs, projects
• Evaluation

Pre-analysis
analysis

• Implementation

June Sept.. 2004
Jan. June 2004
Oct. 2004 Apr. 2005
Apr. May 2005
June 2005 June 2006
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BPR communication Multi-channel Eco-Flash,
intranets, meetings billboards
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BPR communication Multi-channel Eco-Flash,
intranets, meetings billboards
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BPR communication Multi-channel Eco-Flash,
intranets, meetings billboards
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BPR communication Multi-channel Eco-Flash,
intranets, meetings billboards
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Key achievement Strategic issues related to poles
activities are now seriously followed up by
special teams
More agents are now involved in dealing
with strategic issues
Managing board
College of 3 poles Presidents
Pole Market Regulation Mixed kernteam (6 people
meeting every two weeks) Enlarged team (15
people meeting every three months)
Pole Eco. Development Mixed kernteam (6 people
meeting every two weeks) Enlarged team (15
people meeting every three months)
Pole Eco. Statistics Mixed kernteam (6 people
meeting every two weeks) Enlarged team (15
people meeting every three months)
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Tangible results so far More
than 80 of agents now know the 3 poles strategy
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1
Our problems, vision big questions
2
HR Scorecard Aligning HRM
3
Eco/BPR Mobilising all agents
4
Lessons learned
32
Lessons learned A strategically focused workforce
is the ultimate performance driver
Effective change Quality x Acceptance
Performance Skills x Motivation x Focus
Both projects have helped to foster acceptance
and focus
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Lessons learned The constraint of the
organisational architecture has forced us to be
creative and address the real issue
Organisations cannot be changed as surely and
quickly as strategy. While it is easy enough to
change the formal architecture, it certainly
takes real time to change the set of people in
the organisation and the networks among them, to
redefine the fundamental beliefs they share, and
to induce new behavioral norms. Yet these may be
the most important elements to the realisation of
the strategy. John Roberts in The Modern Firm