An HR strategy is a plan for aligning human capital investments with business needs. It shapes the character and direction of HR management activities to focus on supporting what the company is trying to accomplish. The HR strategy sets the direction for all the key areas of HR, including hiring, performance appraisal, development, and compensation.
According to Human Capital Builders, an HR strategy is always in response to what has been articulated in the business strategy. The HR strategy clarifies how HR will contribute to achieving the business objectives and helps to guide all HR activities. Human Capital Builders helps in building HR strategies, including an outlook of three to five years, helping allocate in the deployment and allocation of organizational resources (i.e. money, time, personnel), maturity assessments of your HR organization including a plan for building the capabilities for the future.
Based on a HR strategy framework we structure developing your HR plan and guiding the implementation. In three phases – Defining human capital value, Aligning HR products and services, and Delivering value – we help HR leaders systematically define their HR strategy.
Case:
For a global innovator in mission-critical electronic technology sectors, we defined a long-term global HR vision for a holistic and integrated approach across all HR capabilities, including a detailed roadmap for implementation to build best-in-class HR function, driving business objectives to double revenues within three years.
Based on a maturity assessment, we rapidly identified improvements to the existing HR strategy and organizational setup (structures, systems and people). After consulting with the stakeholders, we started implementing the plans, including running the transformation.
We initiated the process by engaging with stakeholders to deliberate on the most impactful areas for change and to identify significant obstacles and challenges.
Subsequently, we generated various options and facilitated the HR team through a structured decision-making process to select the changes and delineate the resulting design and governance.
We provided detailed descriptions of the chosen designs for different timeframes.
Approach
Context
The board and private equity owners were determined to create a top-notch HR function to help the company achieve its business goal of doubling revenues within three years.
The global and local HR departments were falling short of the expected standards and not collaborating effectively internally. To reach the business objectives, it was crucial to develop HR as a business partner.
Evolved HR into a proactive, agile business partner with strong generalist skillsets; led maturity assessment and restructure that elevated function from operational to strategic driver of organizational success.
Defined long-term vision for a holistic and integrated approach across all HR capabilities, including a detailed roadmap for implementation.
Impact
Building a new global HR strategy, including a new HR target operating model for a global innovator in electronic technology
Aligning Human Capital