Why Strategic Human Resources Advisory?
Strategic human resource advisory includes instituting the right organizational and people processes to enable top and bottom-line growth of the business while ensuring employees’ well-being. This cannot happen unless the strategy of the organization is continually renewed and made competitive. Can it be denied that start-ups and SMEs do not require it? They do. But will it be economical for them to have a full-time expensive resource to strategize on the organization and people strategy processes? It will not be. Therefore, Strategic Human Resource Advisory assumes importance. Next, the question of importance is who are these people and how does it operate? Let me respond to these questions.
Consultants who are best suited for providing Strategic Human Resource Advisory are those who have themselves held these roles and delivered for a minimum of ten years. A deep theoretical knowledge differentiates an effective advisor from one who while encashing on the long experience (which might be a repetition of experience and not rich and diverse), experiments with organizational and people processes. Unfortunately, the advisory by ‘trial and errors’ are expensive and do not deliver. Next, I elucidate how it works.
Strategic Human Resource Advisory follows the principle of ‘time division multiplexing’ followed by communication technology. The advisor provides engages with the client based on time invested and is accountable for the outcomes of intervention. Advisory is therefore not a passive word. Let us assume that an organization hires a full-time expensive strategic human resource professional. This person provides the right inputs but his time and energies are not devoted to the full period of engagement. So it serves no purpose and is a waste of resources.
The right selection of a Strategic Human Resource Advisor can be a mutually rewarding and satisfying relationship.
