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.

Simple Ideas for Great Happiness

Today, organizations are experiencing difficult financial situation as a result of the global financial and economic crisis and the impact of global growth. This also affects the ability of organizations to prepare programs and benefits for employees that contribute to employees well bieng and appreciation.

There are many simle cost effective ways  for organizations to implement employee well bieng without the need for large budgets, but it will have a significant impact, some of these ways like:

1 - The top management in the organization take the initiative to honor employees in the department in front of other employees and highlight their contribution and ability to work by providing them with symbolic gift.

2 - Reservation of a hotel room with a buffet lunch or dinner for employees and their families and honoring the diligent in them annually.

3 - The CEO or the general manager visit employees at their work site and inspect their conditions with prior knowledge of hard workers and provide encoueegement.

4 - Obtain discounts for employees in places where they benefit from and their families.

5 - Contracting with companies selling light food (ice cream, candy, tea and coffee) to be free for employees in workplace.

6 - Give the employee leave not deducted from his annual vacations on occasions (his birthday, the wedding day).

7 - Provide a symbolic amount for a specific number for employees children stationery on the days of return to school.

8. Allocating an entertaining day for the families of employees.

There are a lot of initiatives that do not need a budget or cost the organization large amounts, but the impact on the employee is very large and affects the increase in productivity which in return the organization will obtain the appreciates and respects of employees family also.

Organization, Individual And Internal Motivation What And How?

Recently, the idea of ​​motivation from within, which is the strongest stimulus of external stimulation and more continuous to push the individual to challenge the obstacles and barriers in the way of achieving goals, how do you know as an organization and as an individual what are the internal motivators and how to classify and acquire them?

In his book "Drive: the Surprising Truth About What Motivates Us", Daniel Pink published three key elements of internal motivation:

1. Mission / Purpose / Reason of Being:

The goal and desire to do things in the service of something greater than ourselves and do important things both as an individual or organization. The purpose of the work is to ensure that the mission and goals of the organization are properly communicated to the employees. Employess need their knowledge and understanding, and they appreciate how their work and role fit into what the organization is  all about.

2- Professional / Professional / Proficiency:

Mastery of the desire for continuous improvement in something important humans love "improvement in things" - and are satisfied with personal achievements and progress, assign tasks to employees is not easy or very difficult "moderate tasks" push employees out of comfort zone and allow them to extend themselves and develop their skills and experience more .

3. Independence:

Is the desire to guide our own lives. To allow employees autonomy is contrary to the traditional view of management that employees want to "comply" with what is required of them and that employees are more interactive with what they do (and must - as tasks become more complex) Self-direction is better) and staff autonomy can be granted in four main aspects:.

- Time.

- Technical.

. -Team.

- Mission.

For the organizations, this model is effective when there are strategic human resources that help the organization to understand and ident ify the way the employees and the organization are connected and achieve their goals according to the win / win principle.

The Six Factors For Strategic HR

Today, organizations are working in a challenging environment. They are constantly changing and transforming in a short time with intense competition at the local, regional and global levels to achieve customer and stakeholders expectations in innovative and cost-effective ways.

In order for the organization to deal with these challenges and requirements, the six elements are used to achieve the required change. If the organization succeeds in formulating the six elements within a clear vision and a true change, it will be organization breakthrough and if it fails to do so then it will be huge loss.

The six elements are:

- A common vision: that the vision of the institution be clear and common among all sectors and that all employees know and believe in.

- Accounting: Any employee should be an important or his accountant on his responsibilities and duties without prejudice.

- Integration of partners: The identification of persons from within and outside the institution concerned with change and their integration into the process from the outset.

- Identify capabilities: Identify the knowledge, skills and behaviors required within a clear training plan and individual development programs.

- To promote the desired behavior pattern: Leadership in the same way as the leaders and officials of the institution are committed to the behaviors and change required to be role models and strengthen the employees' practice.

- Procedures, policies and measurement standards: Functional and behavioral procedures and policies are updated to adopt the desired change and promote its practice and non-disruption of staff.

In view of the six elements, we will find that regardless of who is assigned to be responsible for the management of the project and the team and their specialties, all six elements are included in the core HR strategy and operations of any organization and the lack of strategic human resources weaken the team and the project manager because they specialize in managing the operations of their departments and not about the organization system, culture and environment of the work and the psychology of employees and their impact on what is required and their conviction and impact on them and the extent of integration and support for change because it is the role of strategic human resources.

Therefore, studies have shown that 70% of organizations fail to achieve their vision or strategy because they do not know how to deal with the human element as it deals with operations and finances. This is the result of not adopting strategic human resources specialized in this important element for the success of any organization.

HR Insightful Eye

In many organizations there are a conflict between what is published in the newspapers and social media and between orgamization work reality and staff satisfaction in the organization.

The difference in reality from the public impression in the society about the organization results from the media and public relation  channels organization use to market to society about the organization imag from the vision, mission, plans, programs and achievements, but in reality the leaders of the organization actually practice something different and far away from what its publishng reagarding decision making, leadership style, communication, managing people, this is the real thing happening which known as organizational culture.

Organizational culture is the practice of  employees norms, values, believes and interests in the organization based on the supported by the leaders, the picture shows how the leaders of the organization create an internal culture, either its supportive of the public image known in society or its the enhanced version.

Organizational culture can work in both side, either its positive to support sustainbility, productivity and excellent performance of the organization, or it could be negative making work environmet unhealthy, demotivate employees and the reason for the organization to fall apart for competitors positive organizational culture, in the end what makes or breaks organizations are employees and what makes or breaks employees is organizational culture. 

Monitoring organizational culture and its impact on employees and organization stakeholders is not the job of the financ8al chief officer or sales or marketing managers because it is one of human resorces competency  to assist leaders craft, shape, manage, monitor and change  organizational culture to make sure if it is positive and supportive or it is negative, losing this monitoring by HR will result in thrrating the organization existing and losing to competitors. 

B Is The New A Players In Organization

Usually organizations focuses on outstanding performers who have the talent, skills, ability to achieve goals and meet the challenges they are known as A players.

Then come the category of experienced and skilled, who have the ability and probability to achieve the goals and possess a certain amount of knowledge and often achieve a proportion of expectations they are known as B players.

Then comes the category of low performers who lack the experience and skills to perform the work or have a pattern of thinking that generates negative behavior towards work and achievement of goals or may be miss matched with work in the first place and they are known as as C players.

These classification are known by there is nothing new in them but organizations that practice automatic behavior by focusing on the segment of excellence in achieving the goals which is A players they represent the smallest segment from the employee and this is often at the expense of the larger segment and they have the ability to be distinguish which is B players. Thus, the organization will limit its ability to excel by focusing on few especially that the winners often get attractive offers and leave a vacant in the otganization that need to be recruited which meean more costs, in addition exhaustion the top performers to achieve results will lead to unhealthy work envioronment and they might leave or worse be stressed. 

On the other side poor performance are neglected by the organization and try to pressure and threats to raise the level of performance and do not look at the reasons that can be resolved to turn into a high performance by care, attention, support and right guidance, which will result in activating more capabilities also being the smallest segment they usually been neglected  and this turn to affecting the detriment of the rest of the employees and the work environment of the organization and wasting resources .

Conclusion B players is the real organization investment, the successor of A players, and the solution of C players' problems, which saves organizations resources and reduces conflicts and conflicts in the workplace.

Organization Hidden Wealth

We know that in the world of technology and communication, it is easy to deal with information, store and classify it. It is also a trade. Many organizations buy information for the purpose of achieving their goals. Many of the results of studies and research are based on information.

What is new regarding this topic, that organization has a wealth of knowledge as well accumulated over the years, which is the wealth that the global organizations benefits to develop their competitive advantage, core competency, creating new methodologies and tools of thinking and creativity because most of the methods of management, leadership, self development and other books and training courses come from the business world, so what is this wealth that organization ?

Human resources in the organization that responsible for their recruitment, training, performance management, integration of staff with twork environment, leadership development and other tasks, each of which collects information on important matters, for example in employment, measures the level of university graduates and their qualifications for the labor market. Skills and knowledge in training and performance Know what the employee and leader lack, methods and tools for improvement and development and so on.

The information stored in human resources is used by the global organization to work on bridging the deficiencies in the economic community, education, correcting the concepts and practices, and finding solutions to the labor market to qualify the society to lead and manage the organization and injecti new minds and skills to contribute to organization development, competitive advantage, core competency, creativity and innovation, leadership develooment. These are few of many positive aspects of human resources for any organization seeking development and change. These facts and value added HR contributiin are not less important than the financial statements, statistics and marketing studies.

Employees Resist Change and Cause Organization Loss

In his book Practical People Engagement, Patrick Mayfield writes about how organizations succeed in bringing about the change they need, and achieve strategies, plans, programs, and goals.

The organization focus on formulating and designing strategies, objectives, plans and programs, and then inform the employees about them to implement them. The organization discover their lack of success and face difficulties, challenges and problems during implementation.

If you ask the leaders and managers of the foundation about the rehabilitation of employees will give you an answer that they did everything necessary for the staff to do the work, so why failed? They will say staff are the cause and resist change.

Mayfield developed the right action model for success as the first step to focus on Lean to People, which is to give the greatest amount of communication, dialogue and discussion, gain staff trust and interact with the influencers, the second step Lean to Action take action to make the desired change after communication and examine staff reactions to take action to deal with their point of view.

The two steps are aimed at deliver, which is the beginning of the change. The employees do not know anything about what has been formulated to help them gain their confidence and know more about what is being put up and how to use it, obtain the necessary skill to apply it routinely and comfortably.

Once again, the researchers prove the importance of human element in the organization and not the traditional based on we plan it and provide resources and employees  implemented, so the presence of strategic human resources in the organization is vital need for the success and continuity of the competition,  profits and survival of the organization in the global economy.