Your Corporate Strategy: It Just Doesn’t Matter? Part 25a
I regularly
see leaders and People/Talent managers from large companies (10,000+) brought
into small companies (under 500) in an attempt to implement what existed and
worked in a large employment population.
Generally it fails. (We don’t
even know if those policies worked well in the larger company!)
The
organizational maturity and stage of growth, including the actual job
responsibilities, is vastly different in a larger more specialized organization
than a smaller more multi-functioning one.
Unless the new HR/Talent/People leader has gone through the various
stages of growth, versus having experience only in a mature organization, the
programs, procedures and policies will not translate and fail. The most unfortunate outcome of such failure
is the smaller organization may think all such plans fail, when in fact plans
and strategies must fit the organization, the execution and implementation
realities.
As Priscilla
Claman, of Career Strategies, also addresses, “All too often, we in human
resources benchmark our departments against the greatest or the "best in
class." That GE management development program may not fit a growing law
firm. That IBM succession planning process may be entirely inappropriate for a
billion-dollar bank. Human resources is not a one-size-fits-all world.”
Next: One Size Fits All? Part B
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