As an HR expert, one of my tasks is to create a strategy that would ensure employees’ involvement and guarantee their buy-in into the top management corporate-level strategic plan. I would accomplish this by developing a two-way communication strategy, whereas as an HR, I can promote the business objectives and assess the opinions of the employees on these values. I would focus on ensuring that buy-in is facilitated through the bottom-up approach as opposed to the top-down one.
The main elements of the strategic plan are the company’s mission, vision, and values. These statements are created by the top management of the business, and they guide the work of the entire company. Ensuring that the employees understand these values is among the most significant elements of disseminating the strategy. Moreover, Wehrley (2019) recommends hearing the feedback of the employees to avoid the top-down approach to management that can adversely impact the employees’ engagement. Hence, the first two steps of ensuring employee buy-in would be to communicate the main strategic elements of this business, the mission, vision, and values. Next, it is important to determine whether the employees understand these elements and how they view the strategic development of the company, which can be achieved by assessing their feedback.
Another aspect of ensuring buy-in and preparing the employees for the work in the modern turbulent environment is empowering them. Mainly, the employees should have the understanding that their work and input are valuable for the company and that they can promote the changes they want. This should begin with providing the management with leadership initiatives and communicating the leadership values to the employees to promote their engagement.
Evidently, as an HR specialist in a firm, my main objective would be to ensure that this business succeeds both here and overseas, which is why I would need to dedicate effort to ensure that the management understands the cultural differences of other nations. The strategic perspectives have to be adapted to the environment in which the firm will operate; otherwise, there is a risk of failure. As an HR, I would begin by researching the environment in which the company wants to operate to understand some of the main differences between local and foreign cultures. This would include information such as language, customs, employment specifics, and communication preferences, among others. Next, I would present this information to the management to help them understand the differences and prepare for the work in a challenging environment.
I would dedicate more attention to the values of the people who live in a state where my company would want to operate. This is because values are the most important things that affect work culture and consumer behavior alike. Based on this information, I would prepare a plan on how to adapt the strategic direction of the business to the new environment. Although most executives would want their strategic objectives to remain rigid, it is essential to adapt these to the cultural environment in which the company would want to operate. Finally, I would want to help employees understand the new environment, which I would achieve by communicating the information I collected. This can be done by sending a corporate email with basic information about the culture, language, and values of the people from a different nation.
Wehrley, S. (2019). Seven steps to engage your employees in strategic planning. Forbes.