Human Resource Managers move along two different axes when leading their organizational activity.

The first deals with leading the integration of the culture, the core values, the vision and guiding the creation and incorporation of the processes that support the implementation of the organization’s business strategy.

The second relates to building the tools for planning and empowering the human capital of the organization and the relevant management tools for each phase in the employee’s life at the organization. This starts with the orientation phase, and continues with personal and professional development, evaluation and compensation methods, and the welfare structure.

Therefore, there is often a lack of clarity surrounding the position, and the personal and professional identity of the Human Resources director in an organization. On the one hand, a position of professional leadership, including both an advisory and strategic role, and on the other hand, a managerial position including leading the tools and systems that support the organization’s ability to recruit, develop and maintain the best for achieving success.

The TACK team has accumulated extensive experience in guiding human resource systems in large organizations – starting with the creation of the vision and human resource strategy, and then the development of the necessary tools to enable the organization’s HR system to achieve excellence. Our team also has experience in establishing HR systems in small and medium sized organizations, via outsourcing, as well as through guiding human resource managers and teams from their inception, and also supplying individual and ongoing support to their “natural partners” in each organization.

Guiding a human resources units in an organization is based on developing human resources capabilities, producing solutions that are in sync with current organizational needs, depending on the “lifecycle phase” of the organization, its business goals and the ability of its managers and employees to implement the organizational work plans.

Examples of different models:

1. The Role of the HR in Leading Changes based on Collins’ 8 Stages:

• Creating an urge and feeling of the need for change.
• Establishing steering teams and coalitions to support the necessary change.
• Creating the vision and core values.
• Communicating the vision and values
• Empowering the managers to act according to the vision and values.
• Devising processes that enable quick-wins.
• Devising a process for ongoing improvements.
• Establishing of novel approaches.

2. Building Support Systems According to the Needed Frequency:

• Learning and training.
• Leadership development.
• Employee satisfaction surveys: analysis and development of relevant action plans based on the results.
• Linking compensations to results.
• Creating managers development programs.
• Performance evaluation processes.
• Recruitment and retention of excellence.
• Salary structure.

• HR

• HR Structure

• Performance Management

• Assessment

• Support Systems [E]

• HR in Start Up Companies [H]

• Performance Evaluation [E]