Balancing Short-Term Drivers and Long-Term Objectives
Balancing Short-Term Drivers and Long-Term Objectives
Order Description
With constantly shifting markets, new drivers arrive almost spontaneously. New competitive, cultural, economic, political, regulatory, social, and technological
factors are continuously impacting an organization. These are invariably exciting and interesting because they present both real challenges and potential
opportunities. In response, there is often a temptation for the organization’s leadership to be reactive. One mark of effective strategic and operating leadership is
the ability to rapidly and opportunistically respond to market shifts. Done to excess, or at all costs, however, this can lead to strategic wobbles back and forth,
with major and potentially fatal loss of ground caused by inappropriately reacting to short-term shifts.
For this paper, review this week’s Learning Resources. Consider the difference between reacting to market shifts and following an integrated Annual Human Resources
Operating Plan. In addition, think about how metrics and milestones might help balance short-term drivers and long-term objectives.
Write an analysis of the value of an integrated Annual Human Resources Operating Plan in the face of constantly shifting markets. Explain how such a plan might provide
balance between short-term drivers and long-term needs. Describe the circumstances appropriate to deviating from such a plan or justifying a different path than that
planned. Discuss specific techniques, including metrics and milestones that the Human Resources Department/Division can use to add rigor in achieving this balance
while attaining long-term business objectives for the overarching needs of the organization.
References:
• Haines, S. G., & McKinlay, J. (2007). Reinventing strategic planning: The systems thinking approach. San Diego, CA: Systems Thinking Press.
The Systems Thinking Approach by Haines, S. G. Copyright 2009 by Systems Thinking Press. Reprinted by permission.
o Chapter 8, “Key Success Measures or Goals (Step #3)”
• Garey, R. W. (2011). Business literacy survival guide for HR professionals. Alexandria, VA: Society for Human Resource Management.
o Chapter 3, “The ‘Big Picture’: The Financials”
o Chapter 4, “Multiple Facets and Approaches to the Financials”
• Robb, D. (2011). Creating metrics for senior management. HR Magazine, 56(12), 109–111.
• Zuckerman, A. M. (2011). What would you do? Does the strategic plan require updating because of healthcare reform? Healthcare Financial Management, 65(2), 102, 104.