Human Resources Strategies for Competitive Advantage

Moreover, Strategic Human Resource Management people's behavior is a function of their psychology and therefore, is fairly predictable.There may be an untapped resource or a future liability in your organization that could change its future course. Time Management is a function of work preferences, workgroup successes and failures are inextricably linked to work preferences, motivation and loyalty are a function of work preferences, lack of creativity as well as the presence of creativity is linked to work preference; and finally, leadership styles and many other behaviors that lead to success or failure in an organization are also a function of work preferences.The degree of destructive conflict as opposed to the degree constructive synergy in your organization is also a direct result of team composition. The sustained motivation of your workforce and managers is a key competitive advantage. Unleash this untapped power of your organization and gain unrivaled market dominance. Is it really important to do that?Going back a decade again, a cursory glance just at the cover of December 2001's issue of the Harvard Business Review - the month that Enron filed for bankruptcy - will reveal the focus of all the articles inside: "Why knowing yourself is the best strategy now. Breakthrough Leadership. It's personal." Inside are fascinating insights from John P. Kotter, Tom Peters and many others including Daniel Golman who expands his concepts on 'Emotional Intelligence' by drawing on Martin Seligman's research on mood and mood induction, brain circuitry and human limbic systems. Simply put, we are learning more and more about just how predictable human behavior can be and some of the amazingly reliable instruments available to measure that behavior. Very little of the thinking around these strategies, concepts and behaviours has changed over the last ten years.TMS (Team Management Systems developed by Drs. Charles Margerison and Dick McCann), a break-through technology, enables you to identify the potential of your people; assign the work that suits them best and measure the dramatic changes in performance and productivity. This can be achieved through a suite of four highly integrated instruments that look at management and organizational behavior using 4 key measures: how relationships are managed, how information is processed, how decisions are made and how organization of self and others is handled. This can be viewed through a single perspective or from a 360º perspective. In addition to this suite of four instruments, there is a fifth instrument that looks into the all-important factor of motivation and drive for achievement.Some leading organizations that have used TMS technology to enhance productivity are: GlaxoSmithKline, Parke-Davis, Warner-Lambert, Bayer, Hoffman-La Roche, Hay Consulting, KPMG, William Mercer, Johnson &Johnson Medical, major soft drink companies, Virgin Atlantic Airways, Fidelity Investment Services, Prudential Assurance Company, NHS (National Health Service Information Authority, UK) and the Civil Service Board U.K., Orange PCS, VISA International, HSBC, Barclay's Bank, BP Amoco, Halifax, Vodaphone, International Federation of the Red Cross and Red Crescent Societies, Marks and Spencer Direct, Huntsman Petrochemicals, Rolls Royce, BP Exploration, Alaska and West Middlesex University Hospital and many others from every industrial sector imaginable...

Business Applications for TMS Technology:Change Management, Takeovers and Mergers, Cross-Cultural team working, team design cross-functional and cross-organizational team working, leadership development, mentoring and coaching, personal and career development, problem-solving, team building, and virtual team-working, It goes without saying that all the classical Human Resource Functions are very well served by Team Management Systems. Some of these functions include: recruitment, selection, induction, work allocation, management development, training, career planning, team development and self-development.