Developing a people strategy for a case organisation
Majuri, Mira (2022)
Majuri, Mira
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022100120719
https://urn.fi/URN:NBN:fi:amk-2022100120719
Tiivistelmä
The objective of this thesis was to develop a people strategy for a case organisation which is an internationally growing IT company. The people strategy should set the guidelines and high-level plans on how the people management is developed to reach the organisation’s business targets.
The theoretical part introduces how the field of human resource management in general and human resource strategies in particular, has developed to include more people-centricity and explains the importance of strategic people management to both the organisation and its employees. The multi-stakeholder view is used as a key concept in this thesis and the process of strategy development is based on gathering data from as many sources as possible.
The theoretical part covers also the practical aspects of strategy; strategy itself is a future-oriented process that aims to fulfil the objectives of an organisation. It should be developed using the best available evidence, examining the external and internal environments, and including people from multiple stakeholders to ensure a solution that fits best the organisation’s specific situation.
The methodology introduces a case study that has been inspired by a design thinking process, which is then used in the empirical part of creating the people strategy for the case organisation. The development of people strategy includes three parts where the first part aims to resolve what needs to be developed. This part includes the Examination phase which includes data col-lection and analysis; the second, the Prioritization phase, entails selecting the most important themes for the strategy. The second part is about finding out how the themes should be solved in the people strategy. In this part, the Specification phase covers the goals and restrictions for the output, Creation phase includes the actual creation of the people strategy. The last part covers the Evaluation phase where feedback is gathered.
The result chapter showcases only a high-level picture that shows the parts of the people strategy and the context around them, but the actual output for the case organisation was a detailed plan for all of the parts in the people strategy; engagement, resourcing, rewarding, and learning and development strategies. These four parts are carefully aligned with each other and the business strategy, following a best-fit approach to developing a people strategy.
The theoretical part introduces how the field of human resource management in general and human resource strategies in particular, has developed to include more people-centricity and explains the importance of strategic people management to both the organisation and its employees. The multi-stakeholder view is used as a key concept in this thesis and the process of strategy development is based on gathering data from as many sources as possible.
The theoretical part covers also the practical aspects of strategy; strategy itself is a future-oriented process that aims to fulfil the objectives of an organisation. It should be developed using the best available evidence, examining the external and internal environments, and including people from multiple stakeholders to ensure a solution that fits best the organisation’s specific situation.
The methodology introduces a case study that has been inspired by a design thinking process, which is then used in the empirical part of creating the people strategy for the case organisation. The development of people strategy includes three parts where the first part aims to resolve what needs to be developed. This part includes the Examination phase which includes data col-lection and analysis; the second, the Prioritization phase, entails selecting the most important themes for the strategy. The second part is about finding out how the themes should be solved in the people strategy. In this part, the Specification phase covers the goals and restrictions for the output, Creation phase includes the actual creation of the people strategy. The last part covers the Evaluation phase where feedback is gathered.
The result chapter showcases only a high-level picture that shows the parts of the people strategy and the context around them, but the actual output for the case organisation was a detailed plan for all of the parts in the people strategy; engagement, resourcing, rewarding, and learning and development strategies. These four parts are carefully aligned with each other and the business strategy, following a best-fit approach to developing a people strategy.