HR Between Doers And Thinkers

From the old days, people are familiar with the field of investments, trade, engineering, science and education, they are used to perceive those who work in these fields like brokers and dealers, engineers, scientist and teachers as thinkers, problem solvers, creative and developers, on the other hand workers, staff, and employees perceived as doers where they only need to do what they are told and deliver it as it wanted, these concepts and perceptions stayed long enough to be facts and logic to people, in fact it has been taught for generations in this way, these are the heritage that made most of leaders of organization to perceive HR as cost unit, technical function and operations only in other words doers, while the other fields and specialization as expert matters and thinkers.

Time pass and the world start changing and shifting towards globalization and global completion in the market and trades, the demand for knowledge, skills and the right behavior increased by multinational organization to gain the core competency, competitive advantage and sustainability of their business. Recently with the shift from industrial era to knowledge and technology era people start to realize the challenges came along with managing people in terms of conflict, culture, talent, competencies, training and development, employee engagement, performance management and other aspects of human which affect organization performance and competitiveness in the market, thus the realization of human as important assets of the organization increased and HR become more of attention to organization than before.

Organizations realized that in the knowledge and technology era people are the key to succeed, in fact they realized that people were always from the old days the key to succeed but they cannot say it at that time because the environment focusing on materialistic and human used to be seen as part of the production material line rather than important assets and key to success, this shift of thinking transform HR from the perception of doers, cost unit and operation to be human resources, then human capital, these terms shifted not just the perceptions but even the practices that made HR today as a specialized field like other fields were it have expert matters and even the teaching of HR shifted from operation to more strategic and tactics practices like Dave Ulrich model.

Although this is the case in global organizations that face this reality in early stages of the knowledge and technology era still large number of organizations in local and regions are perceive HR as cost unit and operation, they focus on making profit in money and shares term rather than planning to sustain competitiveness, core competency and grow to global market, other organizations still relay on sales people to make them survive the competition and make the profit money, while others relay on financial reports and statistics to make decisions regarding organization vision and mission to craft the strategy, the gap is still there although HR is being now introduce as strategic partner but the old culture and perceptions still strong in many organization culture and leaders mindset, thus the work on pushing HR to take the rightful place in organization is not done and need more convincing for leaders that HR people are thinkers, problem solvers and strategic partner in decision making, this may take a while and lots of effort but it will get there since human today is the essence of organization competitiveness and sustainability.  

Strategic HR Logos, Pathos And Ethos

Leaders of organization they use these elements to convey their messages about organization vision, mission, goals and strategy to help them get the buy in from middle managers, employess and external stakeholders, then the middle managers can easily work with employess to achieve it using different style and methods of management.

The three elements stand for as follow:

Logos: 

Means to convince an audience by use of logic or reason.To use logos would be to cite facts and statistics, historical and literal analogies, and citing certain authorities on a subject.Logos is the Greek word for “word".

Pathos:

Means to persuade an audience by appealing to their emotions.

Leaders use pathos to invoke sympathy from an audience; to make the audience feel what  the leader wants them to feel in order to prompt action. Pathos is the Greek word for both “suffering” and “experience.” The words empathy and pathetic  are derived from pathos.

Ethos:

Means to convince an audience of the author’s credibility or character.

Leaders would use ethos to show to their audience that they are a credible source and  worth listening to. Ethos is the Greek word for “character.” The word “ethic” is derived from ethos.

From the explanation of the three elements we can see how they mix togather and work in favor of leaders who really know how to mix it in the right manner and obtain the buy in. Combining mind (logos), heart (pathos) and soul (ethos) in a message is so powerful to resist or divert away, successful leaders in the world use it wisely which differentiate them from other leaders.

In contrast strategic HR is all about using these three elements in the organization to support the successful achievement of objectives, strategy, goals that will realize organization mission and vission, strategic HR as Dave Ulrich state in his books must convert from achieving and providing outcomes to specific measured deliverables for units, departments and functions in the organization through the services they provide.

Traditionally HR was seeing by organization top management as only pathos that they only want help employees and provide comfort to them on the expense of organization interests, while employees seeing HR as only logos that they only care about attendance records, wage and salaries calculation and cut off, employees productivity and tool for top management to cut cost and downsizing, while HR they see themselves as ethos making sure everything is going by the organization and top management book, rules and regulations, labor law, policies and procedures, this how it was before that is why the HR today is trying to show this is not the situation anymore, HR has become out of it and introduce the strategic HR concept drived from Dave Ulrich model of four HR strategic roles administrative expert, employee champion, strategic partner and change agent by using the combining elements of logos, pathos and ethos in the process.

HR Is not All About The Function

Human resources always refer in people mind the function done by employess with head section and HR manager processing employess leaves, recruitment, payroll and pension, employee benefits and so on, althou these functions are essential in HR but its not what HR all about and there are more to be done not just by HR professionals but managers, supervisors and team leaders as well.

Dave Ulrich talked about strategic HR in several books he wrote, in fact not just showed that HR has strategic role in the organization but even more how HR role is part of all employess on all levels, every CEO, manager, supervisor and team leader must have HR role, as long you deal, lead and affect human being then you must have HR role.

HR strategic role and admin functions are the tools and methods enablers for the organization and top management to practice HR with their employees but not just any HR practices the professional and right practice that fit the organizational culture, environment, industry and capabilities, when it comes to employees performance, training needs, coaching, career development and motivation these are all responsibilities of managers and supervisors, HR in addition to its admin functions is enabler, consultant and provider for top management to perform their HR role with employees.

Imagin a company has strategic HR, HRIS technology system, HR ISO and professional HR employees but the top management not practicing or even try to use all these tools, the result will be disaster on the company since each manager, supervisor and team leader will act base on his appraoch and mindset that mostly will lead employees to frustration, stress and other negative feelings and emotions that will affect their performance and creativity.

That is why having strategic HR role is not enough, HR must create, educate, train, develop and sustain HR cluture, pracrices, methodologies and tools in the organization and push for updating it and adopt the right HR mindset.

What Does It Mean To Be A Manager?

The manager in any organization, regardless of the job title is not about the power and authority of his position and title but it is about his personality and the manner of his performance in managing work and employess.

There are several types of managers, four of which are:

First: the authoritarian official with a difficult character nervous temperamental likes to be dominant and dominant on all decisions and work does not listen to notice and opinion of anyone but the hypocrites and owners of the lining is corrupt because they have their style in this matter with officials impose orders and accept excuses no matter what and can not make any effort .

Second: the two-sided official who deals with two different personalities according to his personal interests and he is cruel with the employees but he is a custodian to the senior management and he is interested in the employees and takes care of them and deals with the employee with a prestigious social status or has an interest behind him and permanent volatility in his personality and decisions for his personal interest only.

Third: The official who has no decision is the one who does not wait behind him to take any decision or practical step because he needs to refer to the senior management to take the prior consent is not sure himself does not perform his work only if taking a direct permission of those who are slower than the work does not Reliable in solving problems or time crises.

Fourth: Distinguished official is characterized by a leadership personality with a passer and a rational mind in making decisions and positions support employees and develop their abilities and help them in developing decisions are firmly listening to others and supports advice and advice learn from mistakes and correct them and cooperate with the distinguished and not afraid of accountability in his decisions and steps.

The four types of managers are not isolated from each other, you will be surprised if you learn that the successful managers in the world mostly have more than one style they follow depend on the situation, people and challenges faced, strategic HR plays an important role in this matter, the type of managing style can be easily determine if strategic HR in place since employees are known in advance what are their competencies, talents, level of performance, roles in the organization and their contribution in achieving organization strategy, objectives and vision.

Managers and leaders both are managing people in the first place and this what differentiate a successful company from its competitors and gain the profit and market share, once managers and leaders understand the types of styles they need for their people they will succeed in the market, this is one of strategic HR role in the organization to build, develop, sustain and promote the right managing and leading culture, styles and tools for top management to successfuly lead the organization.

Five Elements For Learning Organization

The Fifth Discipline: The art and practice for learning organization is a book by Peter Senge that focuses on problem solving using the systematic collective thinking method to transform companies into learning organization.

Peter Senge American scholar, teacher and director of the Center for Organizational Learning at MIT Sloan School of Managemen is known as the author of The Fifth Discipline (1990) and founder of five disciplines for learning organizations. He also developed with Chris Argyris the Inference Ladder, a powerful decision-making tool.

The Five Elements of the Learning Organization:

1- Personal Mastery: It is an area of ​​continuous clarification and deepening of our personal vision, focusing our energies, developing our patience, and seeing the reality objectively.

2- Mental Models: are deep-seated hypotheses, generalizations, or even images of perceptions that affect how we understand the world and how we take action.

3- Building Shared Vision: Vision must be created through interaction with employees in the organization.

4- Team Learning: dialogue, and the ability of team members to suspend assumptions and engage in real thinking and create a learning environment instead of competition.

5- Systems Thinking: shifting the focus from individual problems, to the control of the entire system.

Companies such as Google, Microsoft, Amazon and Netflix have become learning organizations able to keep up with and understand the changes in the external environment and to make the change required before it is too late and based on successful continuous learning and development.

Applying learning organization need strategic human resources that have specialists who lead the process of becoming a well-educated organization. Strategic HR is the central computer that obtain, analyze and process information about the internal and external organization environment, resources, talents, competencies, challenges and other strategic important field to provide decision makers with added value information to achieve organization strategy, objectives and vision, by leveraging on knowledge and continues learning.

Between Aggressive Competition And Cooperation Environment

Most organizations practice a culture of competition among employees in order to motivate them to give the best of their bid, creativity, innovation and effort to increase productivity and performance, achieve goals and increase profits.

If we consider the environment of this culture, we find that the employee as if in a battlefield with the rest of his colleagues worried, watching out, on adge and alert frim other so they do not discover his plans, programs, tools and methods to enable him to perform his best work. This environment made the communication at the minimum of work courtesy, basic greetings and congratulations on events and the relations are almost semi-rigid because of fear of leaking the secret of work and effort to competitors and lose the award of senior management, which is seen from the rest of the staff as a worker and practitioner of the psychological warfare games, it is a very negative relationship.

In contrast to the work environment that encourages cooperation culture, sharing, communication, information exchange and teamwork based on professional relationships that are full of emotional intelligence, interrelation with each other, work integration that contribute to the performance of the organization, achievement of profits, creativity and innovation and everyone learns from the other. Many may criticize that the lack of competition does not encourage the award of prizes that will motivate employees to work their best in this environment, however, the honest competition is at the level of the person's job. Everyone works, offers, gives, participates, and competes at the same time to develop the organization, with positive relations between the employees. The senior management is the leader of this culture and strategic HR responsible for the preservation, development and dissemination of this culture in the organization.

Positive relationships between employees and senior management are one of the most important and powerful capabilities that any organization can compete with in the market and it will enable achieving profits, increase performance and quality at a higher level than competitors. It encourages loyalty, creativity, innovation and quality of performance as well.

Organization Profit, Economic Crisis And Strategic HR

With the current economic and financial crisis that hit the region and affected organizations, the obsession with achieving the profitability rates of these organizations is very high to the point of concern and tries in various ways and means to make profits ..... The question arises here does strategic human resources capable and have a role to help organizations to making profits?

If we look at the Porters approach to competitiveness, we find that they fall under three elements:

Cost Leadership.

🔻 Increase profits by reducing costs.

🔻 Increase market share by charging lower prices, with reasonable profit.

2. Individuality:

Offering unique products or services that are different from your competitors' products and more attractive to customers.

3. Focus:

Focus on specific niche markets, and by understanding the dynamics of that market and the unique needs of customers within it.

If we look at the three elements that make competitive advantage for organization to make profit and get out of the economic crisis depends on the human element in the organization that are able to activate these three elements of competitiveness.

The strategic human resources help to formulate a strategy that enables organization with its current conditions and capabilities to work on any of the three elements or togather and know the gap and work to fill it through the recruitment of talent or training of employees and involve the employees and officials in the strategy within the daily work and help departments and support to achieve the strategy and plans programs to fill the gaps, study and measure the status and performance of employees and organization and adapt them to the appropriate organizational culture to push everyone to work together and achieve strategy and provide measurements and facts that ultimately lead to decisions in Senior management to achieve profits.

Therefore, there is a significant correlation between profits, metrics, objectives, corporate strategy, employee performance, organization's current status, gaps, and strategic human resources.

HR Has No Indicators For Added Value

Some ogsnization leaders still believe in this statement, even if they do not stated publicly, but their decisions and the manner in which they manage the organization shows their conviction of the saying, but is it correct? Does human resources only doing operations, policies and processes? Is it a center of heavy costs and the number of its staff should be reduced and reassign tasks on the few staff? Should the organization support only the other profit departments?

If we look at the last twenty years economic and financial transformations with the development of technology, we find that organizations suffered from crises and fluctuations in succession, some of them went bankrupt and out of the market and some suffer and some of them were able to promote and seize opportunities.

If we want to analyze this situation  acoording to Dave Ulrich book The HR Scorecard: Linking People, Strategy, and Performance we will find, seven steps in terms of achieving the strategy and adding value as shown in the picture. Therefore, the organization that adopt the above statement will suffer from the loss of their employees and talents, impact of financial and economic crises, competitors and their inability to meet stakeholders expectations. 

The seven steps model to use HR as strategic assests:

Clearly define the business strategy

Learning more about the organization’s strategic objectives and goals. The HR Department should align its objectives and goals with organization. To do this the HR staff must get to know the management team and their challenges, barriers and constraints.  HR needs to conduct an audit of the HR function to determine if it has the competencies and skills necessary to help the organization achieve its Mission, Vision, and Strategic Objectives.

Build a business case for HR as a strategic asset 

Many managers perceive HR to be an administrative function. HR must make a proative effort to educate the leadership team about the potential HR has as a strategic business partner. Return on investment (ROI) approach, KPIS, customer feedback can be used to HR activities. The idea here is to talk the same language of the leaders and provide information base on figures, finance and statics as profitable departments.

Create a strategy map 

HR needs to provide a value proposition for its activities and change the perception that HR is overhead, strictly an expense generating department. HR should take the time to map out each of their processes, such as benefits administration, to ensure that the processes are streamlined, provide a quality product or service, and are targeted to meet specific organizational objectives.

Identify HR deliverables within the strategy map 

HR preceived as intangable value, things cant be put in numbers and figures or statics like marketing and finance, therefore HR must consider changing from output concept to deliverables concept, it mean HR services must be architect to provide value added for other departments, can be quantified and easy to understand and spot for leaders the addrd value creat by HR.

Align the HR architecture with HR deliverables 

HR education and training focuses on HR role as polic policy maker, recruitment and selection and fire, or administrators keep personnel records. This concept cant help HR to make value added deliverables, therefore recruit8ng, training and practicing HR should be base in strategic HR role, deliverables and strategic partner.

Design the strategic measurement system 

Hr must study organization inside and out in order to constract the right measursesthat will capture the value added deliverables HR contribut in the organization, the measures must be as well reflicting organization need, environment, strategy and align with business units.

Implement management by measurement 

HR leadership needs to be diligent in first selecting, and then consistently measuring, the appropriate success criteria. It may be helpful to set process checkpoints at three or four times during the year to honestly discuss how HR staff is doing in relationship to their strategic objectives.

Usually organization strategy is excellent in its formulation by corporate leaders and officials but the organization and staff are not in touch with it and how it is related to them and their work and goals because the finance and investment manager, sales manager or regional manager can not do the alignment of the organization and staff.

The chart shows how human resources achieve added value by measuring profitability. The question of measuring indicators is no longer confined to other departments. Human resources have a scientific methodology and measurement indicators that prove their contribution and the value they add to the organization especially in achieving and activating the strategy. Is this convincing enough?

Strategic HR Role In Enriching Customer Experience

The difference between the customer experience and customer service, customer experience is the result of accumulations of the client's experiences with the organization and its services, products and employees. As long the experience is positive the level of customer loyalty and network marketing will be high, while the customer service is focusing on the methodology, method, style and technology offered by the service or the product and the qualification of the employee to provide them using the resources of the organization according to its culture and objectives.

Therefore, customer experience today is the most important because it is not enough to provide quality services and products to a certain number of customers or a number of times, but the most important is to maintain and sustain the level of quality of the products and services in addition to the after sale services, employees competencies, honor promises by organization standards of the same pattern.

Therefore, companies are now working through strategic human resources to achieve a distinct customer experience through distinguished customer service:

1- Support the culture of customer service in all units and departments of the organization.

2- Align HR strategy with organization strategy and departments to support customer service.

3 - Human resources support the culture and concept of customer service in all jobs and the role played by employees in the organization with internal and external customers.

4. Measuring human resources base on impact  on other departments and the organization to achieve the goals and strategy rather than outputs of operations.

5 - Preserve the reputation of the organization and its brand, employees and customers expect ation depends on the brand and they expect the organization to live to its brand reputation.

6 - Human resources architect customer service within the structure of the organization and not exclusively in a sales and marketing department or unit.

7. Encourage and support interdepartmental cooperation to share experiences, information and learning to serve customers.

8 - Reward and appreciate success stories in customer service in the organization and dissemination to the rest of the staff for inspiration.

9 - Granting employees in the front office authority, discretion and decision-making within the framework of the culture of the organization customer service, objectives and strategy.

10 - Develop the emotional intelligence of employees in the organization at all levels.

11 - Choose a role model from organization leaders and front office staff in the distinction of customer service for the rest of the staff.

12 - Incorporate the work in the front office for customer service within the staff training programs to test and consolidate the culture of the organization and its practices in enriching the customer experience.

Strategic HR helps the organization in raising the level of customer service to enrich the positive customer experience and achieve profits, objectives and senior management strategy, this how successful global organization did it.

What Makes Organization Strategic Thinking?

Today, organization leaders usually announce in various media and social media about their strategic orientation, support and adoption of the idea that their employees are the organization assets and capital and how they care about their employees and provide all the support and decelopment and training they need to achieve the goals and strategy and vision of the organization.

The role of onsultants and trainers in strategic human resources is to support this trend and root it in the organizational culture and practice by analyzing and examining the organization whose leaders declare this approach and here how we try to reveal if the words of the leaders correspond to reality, culture and practice:

1- The HR position in organizational strategy. Does HR manager attend the meetings of the strategy to take notes and take orders or he is on equal terms with the managers of finance, marketing, sales, production and manufacturing in drafting and crafting strategy.

2. Does human resources role in the organization is as recipient and obtaining orders and review of routine procedures and policies or it has a role to support emoloyees development, adviser to leaders and departments, change agent and driving organizational culture.

3. Dealing with training and development as a reward for employees and not instead of relating it to organizational need to achieve objectives, strategy and vision.

4 - limiting human resources decisions making to the issues regarding labor law, policies and procedures of personnel affairs or the decisions raise to the strategy, goals and vision of the organization.

These are some of the factors that we measure as consultants and trainers of strategic human resources to determine if the organizatiom is strategic thinking or they are more believe in financial factors and profit and loss in making crucial decisions and fundamental changes. There are other factors that explain the behaviour and mindset of the leaders if they really believe that employees are the organizational assets and capital or it is just media show off talk.

HR In knowledge Economy

Knowledge economy is an economy in which growth depends on the quantity, quality and accessibility of available information, rather than the means of production.

If we look at the each section of the organization, there are those who work, strive, think, develop, change and there are new people join the organization and make change and development . All these practices result in valuable information and become the legacy of the organization over time, whether resulting from successful practices or failed or incomplete.

It may be surprising that the clarification, analysis and revision of information in a way that benefits the rest of the organization and decision makers is in the human resources because it is linked to everyone and everyone is associated with it.

It is true that each department specializ, but the information resulting from individuals success and failure, change and development are all stored in human resources and information is now stored using information technology cloud, human resources are the cloud of the enterprise.

Because the knowledge economy depends on information, all human resources are strategically developed in the organization. All the information is valuable, up-to-date and well analyzed, and cloud technology is being developed today.

It is certain that the information of the organization is stored in other places and it is also important, but the important information for the survival and continuity of the organization remains in hands of human resources because it is related to the human element, competency development, changes, innovations, requirements, successes and failures.

Thats why the successful organization made HR strategic partner and in return not just survive but also the become 10 steps ahead of their competitors and adaptable for external environment challenges.

How The Crisis Happened?

One of the results of the evolution of our quality of live and the use of technology to facilitate the economy and accelerate the rate of quality, production and rapid solutions to technical problems and professional escalation of competition in the market accelerated with the rapid rates of crisis experienced by countries and companies and affected by employees.

In addition, rapid solutions have become the demand of all, and the root solutions that solve the problem are no longer needed because it takes time and effort. Companies do not want to waste time solving the problem. Customers and partners do not want to wait until the problem is resolved and the competitors will not stand idly they will provide quick solutions ast and win customers and partners.

As the financial and economic crises have specialists who analyze them and develop solutions, regulations, laws and legislations guaranteeing everyone their rights and the absence of economic recession. The strategic human resources have the same role in the company. They analyze and collect information continuously about the company's external environment (economy, politics, technology, laws, environment, culture and society) that affect the company as well as the internal environment regarding the company's capabilities, employees competencies and talents, leadership style, communication within the company, the company's design objectives, strategies, plans and programs all these are integrated by HR in the company to serve the strategy and objectives, as well as closing the gap to resolve before it turn into a crisis for the company.

Because the financial and economic factors and the factors of production and logistics are material things affected by companies in the world, but there are companies do not reach the negative impact on them like other companies do and suffer the losses that affect the rest of the companies and be out of competition or reach bankruptcy, how it happens that some of these companies survived compared to others ?

To answer this question we refer to the strategic human resources and their role in the company to protect the company from turning its problems and challenges into crises these are some steps:

1 - Support employee engagement and get their buy in of company vision and mission.

2- Play the role of the change agent in the company by examining the external environment of the company and the internal environment using change management to make the change required in a proactive manner to crises and challenges.

3. Support employees and invest in training and development based on the competitive advantage & core competency of the company.

4 - Strategic partnership with departments and sections within the company through the provision of human resources services to help achieve the objectives of each department, and integration with the strategic goals and vision and mission, the use of the company's capabilities and em0loyee competencies and talents, support plans and programs to fill the gaps, architect company design and services to achieve the goals.

5. Educate the leaders of the company in their role in formulate, maintain and practice the organizational culture as lead by example oto employees in collaboration with the strategic partner human resources.

6. Adopting flexibility in thinking, acting, and accepting positive change from all employees.

7 - Encouraging creativity and innovation in the work and harnessing the capabilities and talents of employees to solve the challenges and problems in the work and contribute actively to the development of the company.

In short, facing crises need to work on the cause which is human element and solve them with the human element. The radical solutions take time and effort, but it is effective so that the best way is to integrate rapid solutions and find a temporary solution through finance, marketing, sales, quality and so on. Immediate solution to the radical solution and accelerate it through the company's strategic human resources.

How The HR Strategic Transformation Is Out The Context

The development of human resources role globally,  to become strategic partner is no longer just a wish, dream or desire, but it is the today reality in many companies in the world that apply different practices we all learn from them.

However, the strategic shift of human resources has taken as taking more than actions and it is just trend fashion of the era that will end soon, the reason behind it is companies deal with figures, statistics, financial statements, production, quality and other measured tangible tools and consider human resources deal with aspects that are invisible and difficult to measure directly and obtain figures and statistics and link it to financial statements.

This point of view made it is impact on the HR Strategic transformation concept to be out of it is context in an attempt to make human resources achieve the desire of companies to shift to quality, financial statements and focus on these aspect instead of doing what it supose to do ato fulfill strategic partner role in the company. 

To illustrate this view, in the picture the triangle of the organization consists of three elements strategic decision, organizational capabilities, human capital in addition to an explanation of each element and what it represents, so what is the importance of this picture?

All departments and sections in the organization deal on their level of activity and scope of work only such as marketing, sales, finance, information technology, etc. They are also influenced by the nature and culture of their work rather than organizational culture so the leaders of the organization are like those who govern countries of different races, religions and cultures here comes the role of strategic transformation of human resources as we can see in the image human resources contribute to its strategic transformation in:

 * Organizational Capabilities: *

Human resources contribute in its strategic transformation in the design of a flexible organization that is capable of meeting the demands and challenges of the economic situation, market fluctuations, the unity and competitiveness of competitors and the expectations of customers and partners changing and accelerating with the development of technology and the pressure of innovation, creativity and continuous development. This is reflected in the nature of the designing organization functions, job descriptions, the electronic systems used by the company in its internal operations and customers as well as the formulation of an organization culture that is in line with the nature of this design and  to study it periodically and change not only the form and the content, but also development of different perceptions of suspicion traditional companies will contribute and achieve the company's environment requirements.

 *Human Capital:*

The strategic transformation of human resources and the impact of corporate design and corporate culture require changing the curriculum and thinking of staff at all levels in terms of abilities (knowledge, skills, behaviors), style of thinking, talents and personalities, what is acceptable and unacceptable, the organization's expectations and values, and the selection of employees according to the company's need for abilities, talents, personalities, style of thinking and values ​​and value addition to achieve the principle of winning / winning / winning between the company and employee, customers and partners and the  employees engagement in the corporate culture and vision, and work requirements in terms of creativity, innovation and team spirit and other work requirements.

 * Strategic Decision: *

The basic and important departments such as finance, marketing, sales, production and perhaps quality reports, statistics and financial statements to the leaders of the organization to make strategic decisions based on facts and figures established, but the question here if we return to any decision taken in the company, whether strategic or non-strategic can be applied and implemented to the fullest without the two elements we mentioned organizational caoabilitirs and human capital to be effective and raise to the level of challenges to be decided upon?

Yes, the figures, statistics and financial statements are very, very, very, very, irreplaceable, and can not be underestimated, but it is not the whole story. Until the picture is complete for the leaders  here comes the role of the HR strategic transformation in which the human resources contribute to complete the picture and provide proven statistics, It has the capabilities and talents of human capital that can achieve and serve the decision and also what we need in the future to work on it to fill the gaps for the employees and the company and its system to be as much as the required level or prepare for the transformation precedes the challenges that will impose on the company from the outside environment or to pre-empt its competitors and others.

Human resources also read the company's external environment to develop plans and perceptions of what is coming and serve the company to meet the external environment and its fluctuations and developments proactively and not as a reaction.

 * How human resources provide figures and statistics linking financial statements as tangible results of their contribution: *

1 - Measuring financial expenses before change and after the change taken by human resources, both in its operations or at the level of the company.

2. Measuring return on training using Jack Phillips ROI methodology.

3 - Measuring the contribution of departments in the revenues of the company before change and after the change made by human resources.

4 - Measuring the volume of sales and customer satisfaction and partners outside the company before change and after the change.

5 - Measuring the satisfaction of partners within the organization employees at all levels before change and after the change of human resources from Nakhia:

🔸️ Ratio of employees turnover.

🔸️ Innovation and creativity in the work.

🔸️ Effective communication  within and outside the company.

🔸️ Linking employees at all levels without exception to the level or functional designation of organizational culture and practice at work.

🔸️ Effective leadership and the effectiveness and efficiency of decisions.

This is what makes human resources a strategic partner because their access to information and impact requires to be a partner with each department, sector, production line you like to work with and then develop a general picture of the services that will be provided and how to integrate them and link them to the company vision and mission and strategic plans and programs and what you will need in the future to work on and the role of technology in the subject and the adaptation of the needs of employees with the requirements of work and others.

Yes, the strategic shift of human resources has been taking out of context, some focus on making it provide figures and financial statistics and become accounting more than the accounting itself and some focuses on training and development, it became like a training center and other practices that made the shift out from the context as presented above.

Organization Hidden Power

Many organizatins suffer when they try to change the vision, strategy and structure  they face great challenges and resistance of change, despite the organization review of all the steps, plans, programs and the approval of top management of implementation and the use of experts from abroad, so what is missing?

Organizations are working on preparing plans and programs to change the structure, technology, procedures, policies and strategy. These are all tangible things that are easy to change and know their outcomes and measure the results, therefore, the decision is easy made to make change.

But the missing part is that change is also affecting a hidden power and it is a foundmentsl part in the organization, like the way people think and behave as the picture  shows some of the hidden power like organizational culture, employee satisfaction with the current work environment, they know and familiar with the negative and positive aspects and the way they work for many years and there are other influential hidden forces also  .

Because the plans, programs and strategy did not cater for those hidden power as number one in the change list to work on you will find what happen in most organizations they fail in the process of change and loss of time, effort and resources and they do not achieve the desired result.

This led the global organization to research and they found that the first reason for the failure of change in the initiatives and strategies of the organization is the human element, and in the same time the human element is the reason for success, so the decision has been taken to adopt the strategic human resources that contribute, support, develop and manage strategically and systematically to plann the vision, strategy and culture, engage employees based on their experience, talents and behaviors to serve the organization, develop their department services to achieve their goals within any change program or initiative.

Making a decision to transform employees' affairs into strategic human resources is not a simple job and requires a lot of time, effort and experience, but its return on the organization is much more than the amount invested by the in.

Accelerated Learning Program

A  technique to help increase the learner's ability to absorb, understand, retain information and allow progress by learning at high speed.

The importance of accelerated learning in today world is important since knowledge is spreading, growing in very short time that we cant obsorb it in time, another thing today youth are much different than the past youth they are Impatient, creative, adoptive, obsessed with technology and they have massive access to up to date information and knowledge w8th Google it.

All these factors have affected the tradotional training methods and push the change today youth want and need on their learning style, trainers today must understand that its not about using technology, prezi or any new tools to meet today youth demand and learning style, its how the training, activities,material delivery, interaction and communication and engaging the participants in the learning not just listning and watching the trainer goes on and on and on doing the learning even if technology is used.

To activate the rapid learning environment in training you need the following elements:

* Rich interactive learning environment *

Learners interact with each other, with the instructor, and with content and materials in ways that support learning. A training environment calls for movement, interaction and provides optimal flexibility in curricula. .

* Discovery, Fun and Experiences *

Learners play with concepts and ideas, experiment with new ways of acting, test hypotheses, ask questions and give ideas back to the group. The discovery process creates independent learners and critical thinkers. .

*Arts*

Music, storytelling, entertainment / play activities, collages, walking tours and many other artistic forms make learning a comprehensive and attractive process.

* Case Management *

The physical, mental and psychological / emotional state of the learner are designed and activities are designed to help maintain an ideal state of learning. .

* Proposal / Cancellation of Proposal *

Everyone comes to a learning program with their own cognitive belief system. In rapid learning, learners participate in activities in ways that help them expand their thinking and take advantage of their potential. .

* Reflective exercise *

Think about what can be imagined, what is happening right now and what it means through a short "time off", as well as thinking after working on what has happened to support and deepen learning and common perception.

* Role of Trainer *

As the coach acts as a mentor through which learners pass through the world of learning, the coach plays a key role in what happens. Awakenness, intent, presence, and humility are some of the essential qualities that an AL coordinator needs.

Trainers today facing challenge not to be update with technology fashion and tools but on how to let go of being the center of the learning as traditional methods to be facilitator for participants learning and watch them engage, do, experience and try even with wrong trails so they learn, grow and develop their own experience with the trainer guide and facilitate.

Have You Ever Heard of Snowball Manager?

Yes there are Snowball managers in organizations, arr you wondering what they do are they playing around? In fact they do not play but also they play it is very confusing right?

Snowball managers are chosen for a position in organization, they are responsible to start the plans for change and modernization to prove their existence and usefulness and decision made to choose them, so you will find them making changes here and there and issue orders and which make the organization in a dynamic move.

Now how it is snowball is related to the topic!! Is it a joke!! Do not rush did you hear the actuarial budget deficit and the crisis of material prices and administrative and financial corruption? Well let me tell you after a period of time you find that the employees and organization, performance, services, creativity and innovation, employees talent, brand name  are falling back little by little ... What happened, this manager (Snowball) had only one goal, {please my superiors}. Therefore, the manager keep changing regardless of his experience and knowledge of the subject, and was gather around him supporters and obedience while excluding expertise or expert subject matters.

What this manager has done is to accumulate  decisions, policies and procedures and change not all wrong but most of it was a snowball to reach the magnitude of the disaster, which is unable even the state to dissolve the complicate path of this ball as a cannon on the organization and staff and sometimes the state swept with dreams and aspirations of everyone's life dignity and social security and the future of their children do you know now who is snowball manager.

One of the advantages of strategic human resources is to attract, test and recruit talents in the right place and to design an institution based on partnership and cooperation in decision-making, encouraging creativity, innovation, problem solving, continuous communication at all levels and managing change effectively and efficiently within a positive institutional culture that changes according to the organization's work environment and requirements. Snow in an institution that relies on strategic human resources.