Further cementing a focus on the long-term performance of the organisation, during this stage more HR attention is paid to internal factors and external macro trends which could affect the organisation, both now and in the future.
It is through having a deep understanding of your organisation’s unique context, including an extensive knowledge of the market in which it operates, the business strategy and the capabilities or weaknesses of the organisation, that it is possible ‘to bring to bear a unique insight into what is most badly needed to drive short- and long-term performance’ (Sears 2011).
Internally, the organisation culture, engagement and cross-function collaboration become even more of a significant focus.
HR needs to be scanning for, anticipating and responding to external opportunities and challenges in a timely way.
It is vital that the HR strategy remains closely aligned to the business strategy, facilitating the organisation’s long-term goals. Likewise, the organisation’s vision and values need to be the golden thread through all practices and approaches, including reward. A total reward package is common, with attention focused on financial and nonfinancial rewards, including job enrichment and talent development.
Also in the established stage, there is a focus on career development and succession planning.
And finally, at this stage of transition there is also a noticeable shift in our case study organisations from management training to leadership development.