【正文】 s brand name and market share. 12 / 12。 Failing to measure human resources response time and on time service delivery. Failing to ask new hires why they considered and accepted the job in order to determine which organization efforts had any direct impact on their decision (pay, training, benefits, career Web site, etc.). Hiring human resources staff without business or line experience. Not developing and continually running what if? scenarios to ensure there is a plan B for the entire range of possible problems. Having no periodic measurement of individual human resources and business knowledge. Only using cost based and no qualitative human resources metrics. Using the same target pay percentile for all jobs and business units when clearly all jobs do not have the same business impact. Having no formal non monetary motivation team pensation. Failing to do zero based budgeting to critically assess existing human resources programs, and then dropping the weak ones. Not having a feedback loop to learn and revise the human resources processes when things don39。 Not allocating resources to human resources in line with strategic goals. Not measuring or rewarding managers for great people management. ve seen a list of provocative and innovative strategic human resources ideas, it39。There are three basic types of learning networks: , fax and telephone. In the first two types, a problem, article or proposal is sent to the group for ment. Ideas and criticisms are given and the results are summarized and sent to all (or to all who participated). Telephone groups use conference calls and hold roundtable discussions.COMMON STRATEGIC ERRORS OF HUMAN RESOURCES DEPARTMENTSs top performers do.s often little time for traditional learning. One way to speed up the learning process is to provide employees with presorted sources. Part of any strategic approach is being aware of the best practices that exist outside your discipline. In particular, disciplines of finance, marketing, PR, and decision sciences are frequently ahead of human resources in metrics and program development.Employee learning plan One of the main reasons that people either accept or quit a job is their rate of learning. Top professionals demand the opportunity to learn continuously. By asking each top performer about their learning goals and how they learn best, managers can develop individualized learning plans to ensure that the employee learns at a speed necessary to excite and stimulate them.Develop an employee balance sheet In addition to assessing the economic impact of programs, some managers find it helpful also to provide employees with an assessment of their individual economic impact. One way to do that is to give each of your key employees an employee balance sheet at the end of each year. This sheet pares the economic value of the employee39。More of/less of motivation list A simple way of identifying what employees want more of in their jobs (and what they want less of) is to ask each employee what job and environmental factors they wish to have increased and decreased. Done quarterly, this process gives managers a chance to understand what employees want. Surveying employees and new hires about what motivates them helps managers better understand how to keep them excited. Topics should include what frustrates you? What challenges you? What are your learning goals?s pay that is at risk based on his or her output, because there is evidence for most jobs that, as you increase the percentage of an employee39。Pay for performance Increase productivity by changing the way you pay people. Shift from the money distribution department to a function that provides incentives to productivity and the behaviors that increase it. Place a significant emphasis on, and allocate resources to, non monetary rewards and recognition. Identify and educate managers on which kinds of pay, recognition, and incentives have the most impact on productivity per dollar spent.Corporate headcount fat assessment plan Rather than learning at the last minute that the organization needs to do a layoff, establish a set of assessment tools that will let you know in advance where headcount may be excessive. Monitor ratios, such as output per employee, employees to managers, overall department headcount to productivity, and overall labor costs per unit of output, to identify possible fat areas.COMPENSATION AND INCENTIVESRather than waiting for the employee alone to figure out where his or her own best internal job placement should be, a better approach is for human resources and managers together to proactively identify and move talent from areas of relatively low return to jobs with a higher return. This process is known as proactive intra placement or redeployment.s increasingly essential to have a strategy for identifying and developing individuals who can take over if an employee leaves. A bench strength plan differs from traditional succession planning in that it only covers replacing key jobs within a single department. It is not a panywide succession plan. Individual managers are held responsible (and are rewarded) for developing at least one individual to fill every key job.t performing. Instead of crying we might get sued, quantify the real risks of lawsuits. Develop nofault divorce approaches to termination in order to encourag