Human Resources Strategies for Competitive Advantage

The reason for the collapse was an aggressive CFO and a high risk accounting system. In other words, the failure occurred because of people and the methods they chose to use. Moreover, people's behavior is a function of their psychology and Strategic Human Resource Management therefore, is fairly predictable.There may be an untapped resource or a future liability in your organization that could change its future course. No one can afford to remain complacent in this global, fast-paced environment. You probably know much more about investing in material assets than you do about investing in human capital. You are not alone. This is an area of business that is slowly emerging as the key competitive advantage in the 21st century. Your company can never be better than the people who live and work in it daily.The impact of the efficiency or inefficiency of people in your organization is not something that you can afford to ignore, particularly when economic prosperity is not the order of the day. There are also hidden sources of loss that go unnoticed. When you have people in jobs they really do not like, you lose out on productivity even if they are skilled at what they do because: High Performance is intimately linked to personal work preferences,

Time Management is a function of work preferences, workgroup successes and failures are inextricably linked to work preferences, motivation and loyalty are a function of work preferences, lack of creativity as well as the presence of creativity is linked to work preference; and finally, leadership styles and many other behaviors that lead to success or failure in an organization are also a function of work preferences.The degree of destructive conflict as opposed to the degree constructive synergy in your organization is also a direct result of team composition. The sustained motivation of your workforce and managers is a key competitive advantage. Unleash this untapped power of your organization and gain unrivaled market dominance. Is it really important to do that?Going back a decade again, a cursory glance just at the cover of December 2001's issue of the Harvard Business Review - the month that Enron filed for bankruptcy - will reveal the focus of all the articles inside: "Why knowing yourself is the best strategy now. Breakthrough Leadership. It's personal." Inside are fascinating insights from John P. Kotter, Tom Peters and many others including Daniel Golman who expands his concepts on 'Emotional Intelligence' by drawing on Martin Seligman's research on mood and mood induction, brain circuitry and human limbic systems. Simply put, we are learning more and more about just how predictable human behavior can be and some of the amazingly reliable instruments available to measure that behavior. Very little of the thinking around these strategies, concepts and behaviours has changed over the last ten years.TMS (Team Management Systems developed by Drs. Charles Margerison and Dick McCann), a break-through technology, enables you to identify the potential of your people; assign the work that suits them best and measure the dramatic changes in performance and productivity. This can be achieved through a suite of four highly integrated instruments that look at management and organizational behavior using 4 key measures: how relationships are managed, how information is processed, how decisions are made and how organization of self and others is handled.