HR Strategy

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

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

The second involves building the tools for planning and empowering the human capital of the organization and developing the relevant management tools for each phase in the employee’s life in the organization. This starts with the onboarding phase followed by personal and professional development, evaluation and compensation methods, and the welfare structure.

Therefore, there is often a lack of clarity surrounding the HR manager position, and his/her personal and professional identity. 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 retain the best employees in order to thrive.

The TACK team has accumulated extensive experience guiding human resource systems in large organizations – starting with the creation of the vision and human resource strategy, and the development of the necessary tools to enable the organization’s HR system to achieve excellence. Our team also has experience 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.

Examples of models:

• The Role of HR in Leading Changes based on Kotter’s 8 Stages:
• Creating a sense of urgency for organizational change
• Establishing steering committees and coalitions to support the necessary change
• Forming the vision and core values
• Communicating the vision and values
• Empowering managers to act according to the vision and values
• Devising processes that enable quick-wins
• Devising processes for ongoing improvements
• Establishing novel approaches

• 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 performance
• Building managers development programs
• Performance evaluation processes
• Recruitment and retention of excellent employees
• Salary structures