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mi. Laure Hi. Chris. Chris: Hi Laura: I've been talking to the Managing Director. Chris: Oh? Is that good news or bad? Laura: Good - | think. We've both agreed it's high time we reviewed and rewrote the HR strategy. Chris: Yeah? Why's that then? Laura: The business kas grown so rapidly that the three-year plan we wrote two years ago is a:ready out of date. Chris: Hm, | can see that. So | guess a revised resourcing plan is the main priority. Laura: Yes that’s absolutely right. But we'll also neec to think about labour aemand and also whether we want to outsource or even offsnore any of the business's activities. Chris: There's a lot to think about. And 1 suppose time 's limited in this case, too? Laura: Yes. And obviously, it has to fit together with the corporate strategy. Chris: Have the board decided yet about the old factory in Braga? Laura: No, not yet. Their focus is on modernising every aspect of the business but lhey are split al the moment. Some of them want to modernise the existing site, but others think it'll be cheaper and easier just to move to a new focation. So there's a good chance that they'll close it dewn and then relocate. Chris: Right, | see. So whee do we start? Laura: | think before we get down to details we need to study the corporate strategy carefully. Chris: And then what? Laura: Then maybe you could explore some different strategic models, you know, personnel, outsourced, business partner, and that sort of thing. Then we can have a think about what ou options will be. Chris: OK .. Laura: Naturally, we'll work on it together as a department and decide which is the best approach. Chris: Thal’s goud to know. It’s a big respons bility. Laura: Itis. Ihat’s why we're paid so well Chris: Hm, very funny! Mm 1.2 Chris: Hi, everybody. Others: Hi. Chris: Well, as you know, I've been putting together some information for the HR strategy. Laura: Yes, well done, Chris. Thanks for all your hard work. Chris: Thanks. Right, I've looked at a umber of possible strategic approaches and I've thinned it down to what | think are the four strongest options. Sevrinho: Great. So what have we got? Chris: Well, the first strategic approach we could use is a standard personnel model. Mai: So that's just traditional HR? Chris: Exactly. It’s clearly not the most radical approach we could use and we'd ‘ocus our efforts on basic HR tasks. There’s no doubt that these services will continue to be needed at Maracuja and we can play an important role by providing a professional service. Mai? Mai: But really, Chris, if you don’t mind me saying, is that really a strategy or just a service? Chris: Yes, I'm inclined to agree with you. Certainly, our strategic influence in such a role would be limited, and that moved me to consider a performance management approach. Sevrinho: Good, that sounds more ike it. Chris: Yes, Sevrinho, | think this would change our role and increase our strategic influence. Laura: Can you explain in what way? Chris: Yes, of course. By sharpening up the employee review scheme. we could promote much more of a performance management culture airred at delivering clear, measurable outcomes. Laura: And how would you see HR’s role in that process? Chris: We would act as enablers providing tools for managers to improve and measure performance — not just in reviews but throughout every aspect of daily working life. Sevrinho: | like it, and it’s bound to be popular with the board. Mai: I’m not so sure | want to play such an authoritarian role. Sevrinho: | don't think creating high expectations and standards has to be authoritarian. We can achieve it through coaching. Mai: Hm, I'm not convinced. | still think we'd create a policing role for ourselves. Laura: Chris, how do you see this approach connecting fo the broader corporate abjectives? Chris: Well, obvious'y we ... mm 1.3 Laura: Hi, everyone. Others: Hi. Laura: I thought it would be helpful to share our ideas regarding the development of the implementation and ‘nonitoring section of the strategy. Chris? Chris: | think for our strategy to be credible, the implementation plan is going to have to be really robust. If the plan’s not strong enough. | think there’s a danger that the board just won't taxe any of our strategy seriously. Sevrinho: That's true, but it’s not Just about appearances. It’s about the way we make sure the plan actually works. Laura: | agree. So what do you think it needs to cover? Mai? Mai: | think, like the deliverables section, we should build a matrix with a number of components. Sevrinho: That would certainly make it structured and systematic. What would you include? Mai: To be logical, iL needs Lo cover the desired outcomes from the previous section. Chris: | think we need to look for evidence. To me, the obvious question Is, where should we look for proof that the plan Is working? Mai: So, a column wilh key indicators could be the answer. Sevrinho: Can't we just use outputs as we did with deliverables? Laura: Maybe we can use both — the indicators to give us examples of the general type of evidence, and the outputs as the specific action, document or result. Sevrinho: As long as it doesn’t get too complicated. We don't want to reinforce the idea that HR is bureaucratic! Laura: Yes, point taken, Sewy — | agree. Chris: So why not just include some straightforward accountabilities and deadlines? You know, who's responsible for what and when. Laura: And who do you see as being responsible, Chris? Chris: Well, obviously it depends on the particular action. HR, of course, but I'd like to see line managers play an active part, too. Mai: Yes, and we can encourage employee involvement by :ncluding the employee development group in the process, too. Sevrinho: Good idea, but let's not forget the management board. We need to keep them informed throughout. Laura: Hm, well it’s all pragressing very nicely. Let’s jot down some notes and start to put the plan together. Wm 1.4 Laura: Well, at this stage, I'd like to introduce the document itself. As you can see, it covers all the main areas from goals to deadlincs. Now, to give you an example, this goal is to recruit and retain a skilled workforce. Onc of the ways we Audioscript 93 
