HR delivers valuable strategy for Royal Mail's letters business: Evidence‐based approach has key business objectives at its core

Abstract

Purpose

Describes the benefits of an evidence‐based, metrics‐driven approach to formulating HR strategy.

Design/methodology/approach

Details the approach taken to developing the HR strategy at Royal Mail's letters business, which involved: identifying the priorities for the HR strategy based on key business objectives; conducting an analysis of the current state in the organization; developing the HR strategy supported by robust analysis; reviewing the proposed approach against data and with key stakeholders; and finalizing the HR strategy.

Findings

Reveals that the key factors in delivering a successful HR strategy were: identification of the right metrics; engagement with, and facilitation across, stakeholders; adopting a robust, evidence‐based approach; and adopting a business rather than HR focus.

Practical implications

Claims that HR functions need the requisite analyst skills, combining “hard” data analysis relating to financial and operational performance measures and “soft” analysis of data such as employee opinion and assessment results. Argues that understanding the wider business strategy is critical, and that to act as a strategic partner, engagement across stakeholders is vital. Advances the view that the credibility of HR in the business then flows from a reputation for robust analysis.

Social implications

Reveals how HR specialists can improve business performance by playing a more strategic role.

Originality/value

Outlines in practical terms how an HR strategy can be developed that is fundamentally based on the business strategy and uses objective analysis to help to achieve a consensus among key stakeholder groups as the basis for action.

Citation

(2010), "HR delivers valuable strategy for Royal Mail's letters business: Evidence‐based approach has key business objectives at its core", Human Resource Management International Digest, Vol. 18 No. 6, pp. 8-10. https://doi.org/10.1108/09670731011071674