THE TASK:

1. DO YOU THINK ANYTHING IS WRONG WITH THE EXISTING MISSION

STATEMENT? IF SO, WHAT?
ANS. The current mission statement is indeed too focused on providing services, as
it should also depict the employee well-being and their role in the performance of
the company..
A mission statement allows the Chief HR Officer to translate the companys
organizational values into words; ergo such should be reflected as well as inclusion
of human aspects. It should be built up around three strategic axes: a corporate axis
with the positioning of the HR in the companys workflows, an organizational axis
that will answer the question how, and the human axis that will answer the
question of with whom that implies the management of human aspects, as well as
organizational values. The employees part in the business outcomes must also be
indicated. The employees need to know that they are vital in enabling the success
of the company.

2. DEVELOP ARGUMENTS FOR AND AGAINST INCLUDING EMPLOYEE WELLBEING IN THE MISSION STATEMENT AND THE HR STRATEGY.
ANS. Inclusion of the employee well-being in the mission statement and HR strategy
is a must because: it will motivate them and will inspire commitment; it will make
them feel that their work is significant and that it contributes to peoples lives; job
satisfaction; it will inspire them to uphold the values and standards the society
expects; it will provide healthy working environment; will recognize their skills and
contribution in the company, and; will give them a sense of appreciation. On the
other hand, inclusion of such might result in the mission statement and HR strategy
being to verbose and could lose focus in its main key roles.

3. DRAFT A MISSION STATEMENT IN THE LIGHT OF WHAT THE CHIEF

EXECUTIVE WANTS, THE CONTEXT IN WHICH THE COMPANY IS OPERATING
AND YOUR CONCLUSIONS ON THE NEED TO INCLUDE EMPLOYEE WELLBEING AS PART OF THE STATEMENT.
ANS. To develop and deliver innovative human resource programs and services
designed to support the mission of the Company. Our core services and
competencies include hiring, employee relations, organizational and employee
development, risk management, compensation and benefits, payroll, HR information

management,
environment.

and

regulatory

compliance,

thus

fostering

positive

work

4. SET OUT THE HEADINGS OF AN HR STRATEGY, AGAIN TAKING INTO

ACCOUNT THE CONTEXT, WHICH INCLUDES EMPLOYEE WELL-BEING
PROVISIONS, IF YOU BELIEVE THEY ARE APPROPRIATE.
ANS.

Employee Relations
Compensation Programs
Rewarding
Organization Development
Knowledge Management
Resourcing
Engagement
Skills Acquisition
Productivity

5. IF YOU HAVE INCLUDED EMPLOYEE WELL-BEING, MAKE OUT A BUSINESS

CASE FOR DOING SO TO BE PRESENTED TO YOUR CHIEF EXECUTIVE.
ANS.
THE BUSINESS CASE FOR INCLUSION OF EMPLOYEE WELL-BEING
1. EXECUTIVE SUMMARY
Mission statements and HR strategies has been accepted as an indispensable
part of the strategic management process for organizations of all types.
Mission statement and HR strategy are managerial tools which have the
power of directing the behavior in a company, most especially in the Human
Resource Department. Some schools of thought believe they tend to motivate,
shape behaviors, cultivate high levels of commitment and ultimately impact
positively on employee performance.
2. ISSUE
While most organizations have a mission statement and HR strategy, few are
perceived as committing to or living up to a mission and strategy.
Organizations mission statement and HR strategy should rarely change, but it is
healthy for leaders every now and again to revisit theirs, consider its pertinence to
the employees, and either recommit or adjust those mission and strategy, where in
this case, it is the inclusion of the employee well-being.

3. OBJECTIVES
The Human Resources Departments mission statement and HR strategy are
both acts of strategic importance; such will express the strategic orientation that
will have to be impulsed to the HR Department, in order for them to achieve the
company's strategic goals in terms of Human Resources management.
Giving importance to the employee well-being is vital to their engagement and
commitment. Employees working at firms with clear mission and strategy will most
likely to want to stay with their current employer and more likely to have very good
or excellent job satisfaction and should be the goal of every organization.
4. RECOMMENDATIONS
In order to achieve the objectives, it is proposed the current mission statement
and HR strategy be redrafted, and were analyzed to determine the best way to
incorporate the employee well-being, below are the recommended revisions:
4.1.

MISSION STATEMENT

To develop and deliver innovative human resource programs and

services designed to support the mission of the Company. Our core services
and competencies include hiring, employee relations, organizational and
employee development, risk management, compensation and benefits,
payroll, HR information management, and regulatory compliance, thus
fostering a positive work environment.
4.2.

HR Strategy (Headings)
Employee Relations
Compensation Programs
Rewarding
Organization Development
Knowledge Management
Resourcing
Engagement
Skills Acquisition
Productivity

5. JUSTIFICATION

Revision and implementation of the mission statement and HR strategy wherein

the employee well-being will be included will result in something greater, and will
most likely help in achieving their purpose, some of which are:
a. Put processes in perspective;
b. Serve as an effective public relations tool;
c. Inform the employees about the organizations goals, and unifying their
efforts toward accomplishing them;
d. Direct their behavior;
e. Improve individual and collective performance;
f. Positively influence organizational culture and climate;
g. Tighten interpersonal links in the company;
h. Strengthen the sense of unity and belonging;
i. Influence employee satisfaction and commitment;
j. Reduce uncertainties for employees;
k. Inspire enthusiasm about the company.
The world has changed considerably in the past decade or two, and it is possible
yesterday's mission statement and HR strategy is no longer as relevant as they
once were. It is healthy and helpful periodically to reconsider the mission strategy
to do a mission and strategy check-up.

TWO QUESTIONS:
1. IS IT AGREED THAT ULRICHS TERM EMPLOYEE CHAMPION PERHAPS
RAISES MORE PROBLEMS THAN IT SOLVES?
A company is termed as an employee champion if its policies are directed towards
the welfare of the employees. The rights and needs of the employees are the
central focus of all the activities conducted by the company and its Human
Resource department. The company does its best to ensure a safe and congenial
working environment, maintaining healthy employee relations, work-life balance,
fair compensation and respect for every individual.
Even though the function of the HR is increasingly called upon to be a business
partner, it should never relent on its critical role as an employee champion/advocate
such doesnt raise problems than it solves. Just as organizations expect
employees to put effort into serving their business goals and value creation, there is
also an expectation for companies to honor this symbiotic relationship by serving
their employees through more than monetary compensation. HR stands in a unique

place to ensure the maintenance of this interdependent relationship, as well as to

balance expectations from each side. Employees expect HR to serve them: by
guarding employee rights and by standing as a champion.

2. IS THERE A BUSINESS CASE FOR INCORPORATING THE CONCEPT OF

EMPLOYEE WELL-BEING INTO AN HR MISSION STATEMENT?
ANS. There can be a business case for incorporating the concept of employee wellbeing into an HR mission statement as long as the purpose will be beneficial to the
company/organization.