Human Resource Management
There are two functions in most organizations that have influence on every single part of an enterprise; Human Resources (HR) and Information Technology (IT). This structural reality (as independent groups or together) is rarely leveraged to its full potential to support the strategy and culture of an organization. At BMCG we specifically have the ability and experience to help clients align their HR organization and practices with the needs of the business/organization. We do this by focusing on the following:
Increasing HR influence requires that executive leadership understand and commit to HR as a partner that can intentionally support the strategic and cultural direction of the organization. To this end, BMCG will work with HR leaders to engage executives and the HR organization in the process of determining HR’s strategy, priorities, structure and practices, and a measurable employee value proposition. In this process we will assess the strengths of current HR work and ways in which HR is missing the mark relative to the organization’s strategy. Strategic goals and priorities will evolve from this work and address all aspects of HR; training and development, leadership development, organization development, engagement, performance management, compensation, benefits, wellness, employee relations, HR operations and information systems.
hr Structure and job design
Structure naturally follows strategy. As a result BMCG will work with HR to redesign their organization and jobs in the context of organizational and HR strategy, and the existing culture in HR. At BMCG we understand some of the specific dynamics in HR that make change difficult. Specifically we will address the fact that across the range of HR functions there are core competency differences that will influence the extent to which you can integrate structures and jobs. These differences often lead to unhealthy competition between functions rather than the teamwork that ensures all HR gifts are being applied to serve the broad needs of HR customers. Customer expectations also vary based on their independent experiences with HR. Some want HR to be the compliance officer, some want the service provider and consultant, some want all and some want none. These are critical challenges to be considered in the process of developing a great HR team that is a partner to the organization and its leaders.
Systemically thinking about talent from attraction through retirement influences the effectiveness, efficiency, engagement, diversity, cost, and productivity/performance of our most important assets – people. BMCG can help you think about each area of talent management independently, or we can work with HR and the broader organization to develop an overall talent management lifecycle model and the priorities for design, improvement or implementation. Specific areas of expertise include talent acquisition, building talent pipelines for diversity, orientation and onboarding of individual contributors and managers, career development, performance management, succession planning and development, building internal coaching and mentoring programs, workforce/management development programs, and utilizing and maintaining retiree commitment to the organization.