CCH+Final+2003
Transcript of CCH+Final+2003
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HUMAN RESOURCE MANAGEMENT PRACTICES
Winston Churchill once observed: the further that we look back the more we can see ahead
. He was implying that events and information are best understood in the context of the past.
Patterns and trends in data give meaning to our current circumstances.
Over the past fifteen years CCH and AGSM have been gathering and analysing data about
strategic level human resource activities. Our purpose has been three fold. First, to understand how
managers integrate their people management practices with their strategic plans and processes.
Second, to identify which practices and processes are linked to organisational performance. Third,
to present the findings in a way that encourage the reader of this report to critically review practices
and thinking in their own organisation and to take initiatives that enhance both the performance of
their organisation and the engagement and well being of their people.
In this report, which is based on survey replies from 669 respondents, we will first consider
the level of strategic activity in Australia organisations. We will then turn our attention to the
extent that managers formalise their strategic processes, the degree of alignment between how
people are managed and the organisations strategic fundamentals, the dissemination of information
about strategic issues, innovation in people management practices, and finally, links between these
practices and organisational performance.
Indicators of strategic activity
Strategic management activity is often indicated to both employees and other stakeholders
by activities such as the formulation, propagation, implementation and review of key statements.
Organisational mission and vision, corporate and business level objectives and plans and business
models all articulate the essence of an organisations identity, purpose and aspirations.
Changes in these parameters reflect responses to developments in the environment and to
organisational performance and aspiration. Our most general observation is that the march of
change continues at a relentless pace. Specifically 61% of respondents have made significant
changes to their organisational mission over the past five years; 21% made these changes over the
past 12 months (cf 25% in 1998, 34% in 1993 and 36%in 1989). Over the past five years 70% of
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respondents modified their statement of aspirations or vision of which 27% made these changes in
the past year.
Similarly 78% of respondents made significant changes to their organisations goals and
objectives (cf 74% in 1998, 76% in 1993 and 73% in 1989). Eighty two percent of the sample
made changes to their strategy over the past five years, 41% of the sample within the past year (cf
49% in 1998, 46% in 1993 and 42% in 1989). Changes were also reported in respondent
organisations corporate philosophy or values: 24% reported making these changes within the past
year; 61% in total over the past five years.
Given the nature and magnitude of these developments it was no surprise to observe that
commensurate changes were made to the structure of these organisations. Eighty two percent of
respondents (cf 84% in 1998) indicated that major changes had been introduced over the past five
years; 44% reported that such changes had been introduced within the past year. As a result of or
driving these developments, CEO turnover continues at a relatively high level. Table 1 reports the
trends.
Table 1
Length of Tenure of CEO
Expressed as percentages
Length of Tenure 2003
N=669
1998
N=386
1993
N=702
1989
N=427
Less than 12 months
1-2 years
3-5 years
6 years or more
15
23
30
32
24
21
30
25
19
22
31
28
17
25
32
26
CEO tenure was found to be related to organisational performance. In organisations that
reported significantly better performance over the past three years. CEO turnover was 34% during
this period. In organisations with reduced performance CEO turnover was reported as 52%. Where
performance was stable turnover was 37%.
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We also considered relationship between an organisations performance over the past three
years (significantly improved, stable, significantly lower) and the likelihood of the introduction of
change. Lower performing organisations reported greater changes to their mission (50% cf 42%),
vision (63% cf 50%), corporate goals and objectives (72% cf 62%), strategy (75% cf 66%) but not
values (in lower and higher performing organisation 50% reported changes over the past three
years).
Given these trends it would be unfair to take Australian managers as either unresponsive or
static in their approach to their environment. Changes in the strategic fundamentals of respondent
organisations are pervasive and ongoing. Later in this report we will turn our attention to the
crucial issues as to whether these changes are guided by a coherent logic and whether they are
associated with improvements in organisational performance.
Formalisation of strategic fundamentals
The documentation of an organisations strategic fundamentals, mission vision goals
strategy and values, usually represents the output of processes which develop and refine these
important management agendas. Furthermore, such documentation can form the basis for planning,
communication and review. For these reasons documentation has been linked to organisational
performance (Pearce and David, 1987).
Eighty eight percent of respondents reported that they had a formal (written) mission
statement, (75% formalised their vision, 82% their corporate objectives and goals, 85% their
corporate and business plans and 79% their corporate philosophy or values.
This year we explored the documentation of strategy in more detail drawing on key
dimensions developed by Hambrick and Fredrickson( 2002). Eighty percent formalised their
strategic focus (eg geographic areas, market segments, product or service categories); 65%
documented their specific plans to achieve growth (eg organic growth, acquisitions, joint ventures,
franchising/licensing etc); 46% had specific plans that covered their speed of expansion or sequence
of strategic initiatives; 60% specified how they sought to differentiate themselves from their
competitors; and 53% had articulated the financial/economic logic of their business model.
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Similarly we used Miles and Snows (1984) strategic orientation typology to explore
differences in respondent organisations. Prospectors are organisation that made relatively frequent
changes, especially additions to their sets of products and services. They consistently seek to
pioneer by being first in new areas of market opportunity; they respond rapidly to signals of market
need or opportunity. Twenty four percent of respondents described themselves asProspectors. In
contrast,Defenders maintain a position in their industry by offering a relatively stable set of
products and/or services and are rarely at the forefront of new developments. They tend to
concentrate on doing the best job possible in their existing area. Thirteen percent of respondents
self selected asDefenders. Analysers combine the attributes ofDefenders andProspectors. They
maintain a relatively stable base of services and/or products at the same time as selectively moving
to meet new opportunities and developments. They are seldom first in but carefully monitor to
actions ofProspectors and follow with more cost-efficient or well-conceived initiatives. Analysers
made up fifty percent of the sample. Finally, Miles and Snow describeReactors as lacking a
consistent approach. Sometimes they lead; at other times they change only when external events
force their hand. Reactors comprised 13% of respondents. This distribution has been relatively
stable over the past 15 years.
We also canvassed the extent to which respondents utilised their strategic documentation
and found this to be beneficial and productive. Nineteen percent of the sample made very little use
of their strategic documentation; 49% made extensive use. Forty percent of the sample considered
the documentation to be highly beneficial while 23% found it to be not at all productive or
beneficial.
Organisations that reported significantly highly performance over the past three years not
only made more use of their strategic documentation but also found it more productive than
organisations that reported a significant lowering of their performance over the same period.
We also explored the links between reported performance over the past three years and the
formalisation of the organisations strategic fundamentals. Performance was found to be unrelated
to the documentation of an organisations mission, vision or corporate goals. We did find a strong
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positive relationship between the formulations of yearly corporate and/or business plans, longer
planning horizons and corporate values and higher organisational performance.
Dissemination of strategic information
One of the beneficial HR practices identified by Jeffrey Pfeffer is the sharing of corporate
information. Such dissemination contributes in at least two ways. First, it is a signal that people are
trusted with high-level information about strategy and performance. Second, with such information
people are better informed to enable them to make better decisions.
Over the past five years we have noted an increase in the extent to which information is
shared with all employees. Fifty six percent of current respondents (cf 46% in 1998) placed high
emphasis on this activity. In contrast 19% still indicated that this aspect of their HR was given low
priority (cf 26% in 1998).
Exploration of the data indicated that CEOs and senior managers were becoming more
active in this communication process. Presentations by CEOs were given heavy emphasis in 55%
in respondent organisations (cf 49% in 1998) and by senior managers (52% in 2003 cf 48% in
1998). It is noteworthy that reliance on each manager to brief her/his staff isstill relatively low and
in decline (reducing from 70% in 1998 to 64% this year). There has been a similar drop in the
emphasis placed on informal communication channels, for example, management walkarounds.
On a more positive note CEO communication was clearly highest in organisations in which
mission version strategy values and structure had changed. An associated finding was that the
shorter the CEO tenure, the more emphasis the CEO placed on communicating their organisations
strategic fundamentals. CEOs who were reported as being more heavily involved in people
management issues generally were also found to be more active communicators of their
organisations performance, future aspirations and plans.
We then received the links between these communication patterns and prioritise and
organisational performance. In the better performing organisations CEOs, senior and direct
managers were significantly more active in communication. This finding is consistent with the
Hewitt Associates Best Employers study. This research indicates that leaders in Best Employer
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organisations take more time to communicate their goals and strategy, current performance and
progress to plan. They also found that such leaders created more opportunities to talk informally
with their people and to be personally accessible.
HR practices and organisational performance
Over the past decade researchers have produced compelling evidence for the causal link
between how people are managed and led, and organisational performance. The current cross-
sectional research methodology does not lend itself to robust causal analysis. However, our
findings in this survey are remarkably consistent with the longitudinal findings and our own CCH-
AGSM findings over the past eight years.
Organisations in the current survey that reported their performance was significantly better
than it was three years ago (54% of the sample of 669 organisations):
Were expanding both their business activities and workforces;
Were more likely to have retained the same strategy and structure over the past two years;
Were more likely to have undertaken annual corporate and business planning with longer
time horizons and translated these plans into formal strategic documentation;
Were more likely to undertake formal and informal workforce planning and to cross
reference this planning with their organisations corporate and business plans;
Were more likely to offer induction training to recruits and to give this process higher
priority;
Engaged in more management training and development and held their managers to account
for the training and development of their own people;
Placed greater emphasis on performance management and required their managers to work
with their people to both produce and review action plans derived from the performance
review;
Relied more heavily on the conduct of employee surveys and held their managers to account
for both the provision of feedback and the survey results themselves;
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Were more likely to monitor and seek to implement best HR practices as identified in
applied research such as the Hewitt Best Employers Study or the Watson Wyatt Human
Capital Index.
Placed greater emphasis than organisations whose performance was stable or declining on
all seven high performance work practices that Jeffrey Pfeffer ( 1998) identified as drivers
of organisational performance . These practices were
1. emphasis on employment security in both good and difficult times (providing people
make effective contributions).
2. emphasis on robust selection practices (eg attracting a large applicant pool, selection
on attributes that are difficult to influence by training etc).
3. emphasis on the devolution of decision making (eg through self managed teams or
high delegations to key individuals).
4. offering remuneration/rewards that are both comparatively high and contingent on
organisational performance.
5. heavy investment in training of their people relative to their industry or competitors.
6. the removal of status differences that separate individuals and/or groups in their
organisation.
7. the active propagation of information among all staff about the organisations goals,
strategies, plans and performance.
In higher performing organisations the CEO was more directly involved in HR activities (eg
induction and management training, succession planning).
We also explored specific aspects of the strategy of respondent organisations. Our findings
indicate that the high performing organisations were more likely to
Specify how they plan to grow and achieve their objectives (eg organic growth, acquisitions,
joint ventures);
Specify the speed of their expansion and/or the sequence of their growth initiatives;
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Specify how they will differentiate themselves from their competitors (eg image, price,
product quality, styling, product innovation);
Articulate the economic/financial logic of their business model; and
Be prospecting for new opportunities, markets, products or services.
We found no significant differences between organisations with higher, stable or lower
performance in terms of their emphasis on strategic focus (eg geographic markets, market segments,
or product/service categories).
In summary, it was possible to identify clearly the features that distinguished high performing
organisations from those whose performance was stable or in decline. The list of features contains
no surprises; the features have been identified by earlier research. The real surprise is: if these high
performance drivers have been recognised for so long, why do so many managers continue to
ignore them at such peril?
Dissemination of strategic information
Our own findings over the past ten years and the findings of other studies, for example
Pfeffer and Hewitt Associates, indicate clearly that workforces that are better informed with
strategic information are more likely to be engaged, and in turn more likely to deliver superior
performance.
In our survey we explored the emphasis that organisations placed on communicating
information to their people and the channels that they relied on to get this information through.
Table 2 presents our findings of the relative importance placed on various communication channels.
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TABLE 2
RELATIVE EMPHASIS PLACED ON CHANNELS
TO COMMUNICATE STRATEGIC INFORMATION(Relatively within channels expressed as percentages
N=669)
CHANNEL
VERY
LITTLE
EMPHASIS
MODERATE
EMPHASIS
HEAVY
EMPHASIS
Presentations by the CEO to employee forums, and conferences
Presentations by senior management to forums and conferences
Each manager to brief her/his staff
Printed statements displayed on notice boards and/or in work areas
Written documentations (manuals, booklets)
Employee newsletters, magazines
HR Intranets
Videos screened to employees
Induction programs
Training programs
Special employee communication workshops
Informal processes (eg management workarounds)
Our employee performance management system (eg accountabilitystatements, annual performance interviews)
11
9
6
19
8
17
23
62
6
12
33
22
9
63
72
63
65
68
66
56
34
62
69
61
70
68
26
19
31
16
24
17
21
4
32
19
6
8
23
As noted elsewhere in this report we found a strong link between organisational performance
over the past three years and the emphasis placed on communicating information to all members
about the organisations purpose, aspirations, strategy and performance. A finding of interest was
that CEOs who were more directly involved in their organisations HR activities was not only
more likely to be personally involved in communicating information about their strategic
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fundamentals, but also their organisation placed greater emphasis on using multiple channels for
such communication.
The CEOs level of personal involvement was also found to be related to changes in the
preceding two years in their organisations mission/purpose, aspiration, strategy, core values and
structure: the greater the change the greater the involvement, particularly for those organisations
that reported higher performance over the past three years. The length of the CEOs tenure did not
influence the level of emphasis on personal communication; more recently appointed CEOs were no
more personally involved than their longer tenured counterparts.
Innovation in HR practices
We again surveyed the approaches used by respondents to innovation in their people
management practices, in part because we have established in earlier surveys that such innovation
in linked to higher organisational performance, and also because it is through processes of
innovation that organisations can evolve their current practices.
Those organisations that developed qualitatively new practices were described as leaders.
Early adopters usually incorporated new practices to stay ahead of other organisations. Followers
adopted new HR practices when a consensus in their industry supported these practices. Late
adopters incorporated new practices only after they were proven effective in other organisations.
Table 3 presents the distribution of approaches to innovation for our 1998 and 2003 surveys.
Table 3 Approaches to adopting new HR practices
(expressed as percentages)
2003
N=669
1998
N=395
HR leaders
HR early adopters
HR followers
HR late adopters
14
32
33
21
14
36
31
19
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Does innovation pay dividends?
We can answer this with a qualified but confident yes. Early adopters reported the highest
percentage of stronger performance over the past three years: 64% of early adopters were in the
better performance category, 6% were in the lower performance group. The HR leaders were next:
54% of HR leaders reported better performance over the past three years, 15% reported lower
performance. The sequence then moves to HR followers and late adopters. These findings are in
line with more general findings about the performance of first movers; they often deliver high
performance but there are advantages to fast followers (early adopters) who monitor and quickly
learn lessons from the initiatives and mistakes of prime movers.
What insights do the survey findings provide into the dynamics of innovation in HR
practices? Organisations that reported higher levels of innovation (HR leaders and early adopters)
were driven by different agendas: their innovation was activated by demands from customers or the
market place, by changes in workforce characteristics and by managers and/or members who
wanted to develop better ways of managing people. In contrast, the slower innovators were more
reactive reporting that their innovation was more likely to be driven by the need to reduce costs or
by new legislation or changes in government policy.
Similarly the more innovative organisations perceived different barriers to progress in
innovation. The slower innovators identified difficulties in gaining the attention of top
management, the costs of making changes, and a culture which doesnt emphasis the importance of
people for success as barriers to innovation. In contrast the more innovative organisations indicated
that the barriers that they experienced were difficulties in identifying what would be effective HR
practices and workforce resistance to change.
Across industry sectors there was evidence that indicated that the public sector and not for
profits were less innovative than either the private sector or statutory authorities. Within industries,
financial services reported the highest levels of innovation.
In contrast to earlier surveys our current findings indicated that subsidiaries of overseas
companies reported significantly higher levels of innovation than their locally owned counterparts.
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One possible explanation for these findings is that innovation is passed down from overseas
advances to be implemented locally. This is the first time over the past eight years that we have
detected this trend.
Not surprisingly we found that organisations that were growing either or both their activities
and their workforces reported higher levels of HR innovation. Growing businesses are associated
with experimentation with new processes and/or resources allocated to developmental activities. In
contrast, poor performing organisations have less slack resources for experimentation and the
reduction of workforce numbers is often associated with conservative employee behaviour: dont
make mistakes, dont take risks! Thus high performance and growth can establish a virtuous circle
of innovation and development, which in turn fuels further enhancement of both performance and
growth.
Finally, it is noteworthy that HR innovation was reported to be higher in organisations in
which the CEO was more directly involved in HR activities and the communication of strategically
important information to all members.
Organisational alignment and realignment
Australian organisations are experiencing and creating unabated change. Over the past
twelve months 21% of our respondents made significant changes to their mission, 27% modified
their aspirations, 36% made significant changes to their corporate goals/objectives, 24% modified
their corporate values, 41% made changes to their strategy, 44% reported major changes in their
structure, and 15% appointed a new CEO over the past year. Some of these changes have been
made in response to unsatisfactory performance. Other changes have been made in preparation for
the future and in order to sustain and enhance success.
One critical feature of all these changes is their connectedness: are changes in structure for
example a direct response to changes in objectives and/or strategy? The idea of fit or alignment
is an important one because such alignment is a powerful explanatory factor in organisational
performance. High performance is related to known configurations in strategy, technology,
structure, culture, systems, processes, and workforce characteristics. For these reasons we would
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expect that changes to goals and strategy would be followed by related modifications to the
organisations structure, culture and HR practices and processes. In this section we will explore the
evidence for such changes.
Table 4 presents the linkages between changes in respondent organisations purpose/mission and
strategy.
Table 4
Relationships between significant changes in mission
and strategy in Australian organisations
N=669
(expressed as percentages)
Significant changes in strategySignificant
change in
Mission/Purpose Over past 12months
1-2 years 3-5 years Our strategy hasremained stable
Over past 12
months
38 17 7 6
1-2 years 21 36 5 10
3-5 years 11 12 54 12
Our
mission/purpose
has remained
stable
30 35 34 72
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Table 5 reports the relationships that we found between changes to corporate mission and
aspirations.
Table 5
Relationships between significant changes in mission/purposeand aspiration/vision
N=669
(expressed as percentages)
Significant changes in aspiration/visionSignificant
change to
mission/purpose Over past 12
months
1-2 years 3-5 years Our aspirations
have remained
stable
Over past 12months
76 13 1 3
1-2 years 14 60 1 0
3-5 years 3 10 86 2
Our
mission/purpose
has remained
stable
7 17 12 95
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Table 6 reports the relationships between changes to mission and corporate objectives/goals
Table 6
Relationships between significant changes in mission
and corporate objectives/goals
N=669(expressed as percentages)
Changes in corporate objectives/goalChanges in
mission/purpose
Over past 12
months
1-2 years 3-5 years Our
objectives/goals
have remained
stable
Over past 12
months
57 11 6 3
1-2 years 18 49 0 5
3-5 years 8 13 68 6
Our
mission/purpose
has remained
stable
17 27 26 86
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Table 7 reports the relationships between changes to organisational strategy and structure over the
past five years.
Table 7
Relationships between significant changes to strategyand structure over the past five years
N=669
(expressed as percentages)
Changes to structureChanges to
strategy
Over past 12
months
1-2 years 3-5 years Our
organisations
structure has
remained stable
Over past 12
months
63 24 25 23
1-2 years 20 45 20 23
3-5 years 7 20 44 10
Our strategy has
remained stable
10 11 11 44
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Table 8 reports our findings on the relationships between changes to mission/purpose and corporate
values.
Table 8
Relationships between significant changes to mission/purpose
and corporate values
N=669(expressed as percentages)
Significant changes to corporate valuesSignificant
changes to
mission/purpose Over past 12
months
1-2 years 3-5 years Our corporate
values have
remained stable
Over past 12
months
59 18 4 10
1-2 years 20 54 0 6
3-5 years 7 13 77 14
Our mission has
remained stable
14 15 19 70
A review of Tables 4 to 8 reveals that managers have generally made changes in their
organisational configurations that reflect the sequence: changes in structure and core values follow
significant changes in mission, aspirations, objectives and strategy. The most interesting finding
(from what may appear to readers as a mass of data!) is that response times in strategic change are
shortening. Ten years ago there were significant lags in response to changes in mission aspiration
goals and strategy; we are now witnessing evidence of greater attention to rapid structural and
cultural change that can re-establish organisational alignment.
A second dimension of organisational alignment is the extent to which HR practices and
systems are integrated with strategic planning and systems. Our findings indicate that progress has
come to a halt in this area. Seventy four percent of respondents who undertook formal corporate
and/or business planning indicated that their corporate and/or business plan specifically covered HR
issues (eg outsourcing, significantly downsizing, illume change interpose agreements, succession
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planning); this compares with 73% five years ago. When asked if they used their corporate and/or
business plans to formulate or review their workforce plans, 73 % indicated that they did undertake
such an integration (down from 79% in 1998).
Our findings did indicate that CEO involvement in the HR function explained most of the
variance in our findings: CEOs who were more directly involved in HR issues and activities were
more likely to lead organisations in which HR was more closely integrated with corporate and
business strategy and planning. These findings and those reported earlier in this document indicate
convincingly the high impact role that a CEO plays in the dynamics and performance of HR
processes and systems in their organisation.
Discussion and conclusions
Several decades ago we discovered the phenomena of organisational change.
Concurrently we witnessed the rise of strategic management. These two features of organisational
life are now firmly embedded as distinctive and central challenges for Australian managers and
corporate leaders. They also represent key agendas for those who seek to develop higher employee
engagement and performance.
Managerial responses have been comprehensive and systemic. Over the past five years
more than two thirds of the 669 organisations surveyed had made significant changes to their
organisations purpose, identity and aspirations. Furthermore, most organisational made
configurational adjustments that realigned their purpose, strategy, structure and core values in their
attempt to improve their performance. Fifty four percent of the sample reported that they lifted
their performance significantly over the past three years.
We identified a range of initiatives that were associated with improved organisational
performance. For some it was the appointment of a new CEO and subsequent changes in their
business model, in organisational design and functioning, and greater attention to their strategic
fundamentals. Other improvements could be attributed to changes in people management practices.
In organisations which improved their performance CEOs, senior and direct managers
played a more active part in communicating their organisations purpose, aspirations and
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performance against goals. In these organisations HR was more closely integrated with corporate
and business planning. The CEO was more highly engaged in HR related activities. And the
organisations placed greater emphasis on well identified HR processes: employee induction,
management training and development, workforce planning that is integrated with business
planning, performance management that requires greater managerial involvement and
accountability, the effective use of employee surveys and scanning for better HR practices. As with
our earlier surveys we found support for the impact of the seven high performance work practices
identified by Jeffrey Pfeffer. We also identified links between improved organisational
performance and the development of specific components of business level strategy. Finally, we
found clear evidence that managers are re-aligning their organisations more quickly than they were
five years ago. These are not break through findings. They confirm what others and we have
identified over the past decade as distinctive drivers of organisational performance. The obvious
question to which we as yet have no comprehensive answer is: if we know the initiatives that will
enhance performance, why dont more managers undertake these initiatives?
Our findings do provide several insights into this dilemma. First, reliance on HR systems
and processes to improve performance generally needs to be led by the CEO and senior
management. In particular CEO involvement appears to be especially important. Second, HRM
needs to be closely integrated with corporate and business planning. Such alignment demands
collaboration between executives and HR leaders. Third, managers can increase the likelihood of
innovation in HR processes and systems by relying on key drivers of innovation: use demands from
customers and the market place, explore changes in workforce characteristics and expectations, and
engage the volunteers who express a desire to develop better ways of managing people. But be
prepared for the likely barriers to progress: identifying the sources of better HR practice and
employee (and management!) resistance to change.
Our findings clearly identified the benefits of a virtuous circle of high performance: work on
your strategic fundamentals, align your HR processes and systems, gain managerial commitment
and skill in the application of well documented high performance work practices and critical HR
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processes. The resultant performance fuels growth which in turn resources and demands more
enhancement of people management practices.
Finally, CCH Australia Ltd and the Australian Graduate School of Management wish to
thank the 669 respondents to this important survey. We wish you well in your endeavours to
continue to enhance the performance of your organisation, the well-being off your members and the
consequent benefits to our communities.
Authors Professor Roger Collins and Karen van Druten
References
Hambrick, D. C. and Frederickson, J. W. (2002Are you sure you have a strategy?Academy ofManagement Executive, 15(4), 48-59
Pearce, J. A. and David, F. (1987) Corporate Mission Statements and the Bottom Line.Academy of
Management Executive, 1(2), 109-116
Pfeffer,J. ( 1998 ) The Human Equation, Boston : Harvard Business School Press.