These are the five strategic business focussed people themes that become the basis of how organisations integrate people strategy with business planning, report people information, engage in debate, manage and relate to staff issues at all levels and integrate people strategies in business.   In the context of Standard Integrated People Practices (SIPP^TM), if the practices are in place, the following dynamics can be tracked as they are used to steer people deliveries in a business.  The main philosophy is that executives and management must get to discuss the following as it enables strategy in an indirect but vital form;

 Structure and work: 

The principle is that form follows function. If shifts in strategy take place, what changes in the form of the business should happen to redirect or change functions of people to deliver towards, for example, a new business model, new product range, an amalgamation, closing or streamlining cost/processes etc?  This can affect levels, roles, number of people, actual structure (legs in the structure) or  the whole philosophy of the structure - market facing, geographical, client facing etc.

 Outputs:

The principle being what gets measured gets done. As strategy shifts, the executives and management will need to manage or accept different business diagnostics that they will have to monitor and test for potential tactical decisions or re-direction. The business performance score card might thus have to shift. Business performance scorecards should always be linked to individual score cards.  What are the shifts in the outputs and score cards of the key process roles in the business as a result of, for example, significant changes in process because of research being implemented, or a new method brought into the business - maybe shifting the business model, how will structural changes impact outputs as aligned to people?

 Reward & recognition:  

There is little as powerful in changing human behaviour, driving new or changes in strategy and output as rewarding people differently for it. This includes base pay, incentive pay and recognition campaigns.  We know reward is not a motivator in itself but the wrong, or inappropriate reward, is regarded as a de-motivator. Debate on relevant pay principles and strategies and how they relate back to the business focus and strategy is essential. Who is getting what slice of the cake? Is that appropriate to drive required delivery?

Competency & Skills:

Any shift in business strategy, (and specifically things like new business models, different market strategies, new product sets or closing current product sets, new legislation etc,) implies shifts in skills sets of the people.  If these shifts are not anticipated with strategic discussion and analysis there is a permanent lagging of skills with regard to strategic delivery. Shifting competence of a business happens in any of the following ways and can happen as fast or slow as the business allows it (short or up to 5 years): structuring, staff development, recruitment, retrenchment.  

Culture, Leadership and Engagement:

This reflects on behavioural competencies that will apply to the business as a whole, for example organisational values, leadership philosophy, or any specifics that are intended to drive a particular and specific climate in the organisation i.e. high innovation etc.  This is by far the most complex category of discussion around people and the timeous delivery of strategy. This represents what people think, believe and want from the business as a total system of processes, their colleagues and managers and work / life balance etc. It is impacted by all of the other four categories and how they change and align.