【正文】 duals from finance, and some other diverse thinkers. Ask this group to be critical of everything you propose and offer suggestions in order to make your programs easier to implement and more strategic.Human resources must accordingly design its programs based on the strengths and the weaknesses of the delivery system the manager. It is not enough to develop a human resources program。s important to remember that supervisors or line managers deliver a great deal of a firm39。s brand as a good place to work. Because most human resources departments spend little time and effort on building a brand, this is an area where it is relatively easy to provide a petitive advantage.Shifting resources In addition to prioritizing programs, human resources leadership must ensure that human resources budget and time allocations continually shift from low priority human resources programs to high priority ones.s not important to be great in every area, just in critical ones. That means that human resources must identify which programs and processes are critical to the firm39。 this runs counter to the goal of developing a petitive advantage. In order to ensure that human resources functions work together, human resources needs to develop a mon metric and reward that crosses all critical human resources functions. This way, human resources professionals are given incentives to work together. bonuses must be tied to numerical results, not subjective terms like merit or leadership.In particular, rewards should be offered to all if human resources meets its overall goals. Incentives are also effective for recruiters, generalists (if their business unit achieved its goals), and those in leadership development. It does not take much。Reward results in human resources Human resources managers must be recognized and rewarded for their results in maintaining a petitive advantage over the organization39。 for example, intensifying retention programs even though your turnover rate is currently very low. Most employees expect special treatment when they know there is a high demand for their talent. This offcycle approach is so effective because, when you pay attention and recognize employees when it39。Offcycle actions Going against the grain might seem unwise on the surface, but in some cases, it can lead to being the first or the only petitor in the field. For example, if the economy is down and no one is recruiting on college campuses, you might find that if you actively recruit, you might get some superstar hires that you would have had little or no chance of getting when everyone else was going full speed in college recruiting. Yes, this means creating open positions when the pany is not doing well, but it might also mean that you will be able to explode out of the box better than your petitors can when the economy improves.Bad managementidentification program One of the primary reasons that employees quit their jobs is the bad management practices of their direct supervisor. Develop a program that can identify bad managers, and then develop strategies for fixing these managers, transferring them back to more technical jobs, or releasing them.Integrate your managers through metrics Managers often work independently and fail to share best practices among each other. By offering each individual manager on the management team an incentive, based on the overall performance of the management team, you can encourage managers to cooperate. By tying managerial performance together with a mon bond, you can encourage top managers to help improve the performance of the belowaverage managers. Development Compensation and incentives Retention and employee relations Human resources administration Strategic Human Resources ActionsBeing strategic is sort of like the weathereverybody talks about it, but nobody does anything about it. Here, San Francisco State University professor John Sullivan gives some examples of actions that he says have proven to be strategic. Here are what John Sullivan (in his new book) lists as some of the actions workforce management professionals can take that are a little bold. General management Recruiting Workforce planning Motivation and munication Common strategic errors of human resources departments GENERAL MANAGEMENTBy asking employees to rate the quality of their own management and then rewarding managers with high scores, you can also encourage managers to play closer attention to their people management practices.Measure and reward managers for good people management Managers who practice good people management have the most productive employees. Unfortunately, most firms have no measurement system for assessing individual managers on how they manage their people. Human resources should send a clear message to individual managers that managing people is important by developing a system for rewarding managers for great people management.There are other offcycle actions。s not needed, employees tend to appreciate it more. In addition, when the job market improves, they might just remember how well you treated them when you did not have to.HUMAN RESOURCES ADMINISTRATIONs petitors. Human resources lags woefully behind in the use of incentives for its people and programs, however. Combining metrics with significant bonuses for performance can have a dramatic impact on hum