5 Possible Causes Of HR Strategic Implementation Failure

Oct 31, 2014 • 1 Min Read

Photo credit (above): chintermeyer | Flickr

Cause No. 1: Poor coordination within management

Incongruous goals, opinions, and policies among upper-level executives can obstruct the cross-system cooperation required by the strategy.

Cause No. 2: Employees aren’t buying in

Employees within the company do not understand the strategy.
Employees feel no personal responsibility to fulfill the strategy.
It’s possible they may feel that their efforts will be inconsequential in actually bringing about a change, or perhaps they are contemptuous of management.
Employees are impassive towards the execution of the strategy, and exert no enthusiasm in taking part.
Employees are uninspired by the overarching goals of the strategy.

Cause No. 3: Inadequate change within the work unit

Managers fail to direct the efforts of their work units towards conforming with the new strategy.
Managers’ styles and tactics undermine employee enthusiasm about the strategy.
Work proceeds as usual even within those units whereby the strategy requires swift and considerable change.

Cause No. 4: Weak inter-departmental collaboration

There are insufficient processes employed to advance the collaboration between different operating and functional areas.

Cause No. 5: There exists no measurement of progress

A method of measuring progress towards the desired goals is either deficient or else entirely absent. It is difficult, if not impossible, to tell what exactly is changing.