HR architects Approach to Strategic and Business Planning

HR architects applies an inclusive, strategic planning methodology that assists organizations with translating their ideas into reality. This structured, strategic planning process will assist organizations and departments in envisioning their future, confirming their current situation, identifying and agreeing on where they want to go, and what it will take to get there. Through this strategic planning process, a strategic plan is written that helps to clarify organization or department plans and ensures everyone is ‘on the same path’.

Where do we want to be ?

Where are we now ?

Determine the gap

between where we

want to be and where

we are now.

What will it take to get to where we want to be?

How will we know when we’re there?

The Strategic Planning Process

Step 1) Where Are We Going?

The first area an organization or department must consider in the strategic planning process is developing a clear picture of where they want to go. Envisioning their desired future and defining the mission sets the path down which the organization and its’ people will travel. Without this clear view of the bigger picture – where you want to be in the future – the organization is more likely to lose focus and commitment to accomplishing desired results.

This definition of direction allows stakeholders to understand and buy-in to the future direction. It allows them to jointly consider what the organization wishes to achieve and to follow the same path when planning for the future, making decisions concerning resources and initiatives, and setting the annual operational plans.

Step 2) What Is Our Environment?

Step 2 involves conducting research to evaluate both the external and internal environments in preparation for the strategic planning process. In addition, the organization or department must identify their stakeholders and evaluate whether what the stakeholders expect is what the organization is providing.

In evaluating the external environment, the organization is attempting to

what external opportunities might move the organization forward, what external threats could hold the organization back, and then identify the trends, key issues and concerns facing them in the near future.

An evaluation of the strengths and weaknesses of the internal environment allow the company to identify what they are doing well, what areas they could do better or differently in the future, and what are their resource limitations and resource possibilities. This is evaluated in context of the critical issues, future direction, and desired results.

Steps 3 & 4) How Do We Get There?

Once the critical issues have been identified through an evaluation of the environment, the organization must identify the strategic focus areas (major areas of critical importance) to their long-term viability and success. These strategic focus areas guide the organization in “bridging the gap” from the current stage (where we are today) to the ideal future state (where we want to be in the future). The strategic focus areas are prioritized and

long-term objectives established that define exactly what the organization is hoping to achieve over the next 3-5 years.

Then, based on the long-term objectives, key initiatives and projects are identified for each strategic focus area. This sets the stage for the organization’s business planning.

Step 5) How Will We Know When We’re There?

Step 4 answers the question: “HOW will we measure our success?” It is important to clarify how the organization will know they’ve achieved what they have set out to do. Otherwise, the strategic plan has less chance of being translated into action through an effective implementation plan that is monitored on an ongoing

. It also sets the stage for the next year’s planning session by knowing where you are in order to define where you still need to go…