A Company

That this reality was getting found by most managers in the National Paper Company at such a late date almost defies logic. It glimpse all but inconceivable that any manager would not have often identified the human resources link between strategy and performance. The significance of including human resources in an organization's overall strategy can't be more than stated.

Having made this point, however, it is essential to emphasize that the goal of including an organization's human resources into its strategic planning technique is improved competitiveness. Managers have for years proclaimed that an organization's folks were its most valuable resource. All too often, however, this statement represented the actual extent of top management's interest in the human component of an organization's resource base. Intensive strategic planning and management was reserved for financial, physical, and technological resources.

One of the major problems associated with human resources strategic planning is definition. Some view the thought as an assessment of the strengths and weaknesses of an organization's staff; an assessment which might be used by parties which are either external or internal to the organization. Others view the idea as an internal assessment of effectiveness of an organization's personnel function.


Many human resource managers, however, contend that, as human beings are not machines, they cannot and ought to not be evaluated in the way that machine output is evaluated. These managers, thus, would not attempt to measure human performance in the context of ROI.

In the case of the organizational development program at the National paper Company, the focus of the organizational development program was on (1) improvements in the operational efficiency of workers in using several goods of production equipment, (2) eliminating waste in the use of materials in production, (3) reducing the rates of absenteeism, (4) reducing the level safety violations during the work area, and (5) reducing the level of housekeeping violations inside the work area. Improvements within every of these focus area may rationally be expected to lead to (1) improvements in productivity at the business and (2) reduced costs of operation at the company. Attaching investment costs to each of these program focus areas, however, would be a tough technique that in itself was not cost-effective. Further, attributing some specific degree of profitability enhance to the purpose would be all but impossible, as profitability, as well as productivity, are cumulative outcomes.

ength or effectiveness in the area of human resources will be based upon qualitative criteria.

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