HR strategy connects business strategy to human resources efforts to build a competitive organization. It sets clear objectives for talent development, succession planning, and organizational development to ensure the future of the organization. The HR strategy also defines principles for compensation and organizational design to keep the organization nimble. A strategic shift in HR responsibilities requires an aligned strategy to drive change in HR roles and support strategic decision making. Developing an HR strategy involves assessing readiness for change, defining new HR and leadership roles, upgrading talent, and gaining approval for the new framework. Factors like management values, risk attitude, and skills needs determine an organization's investment orientation, while the organizational life cycle impacts appropriate HR practices.

1. Presented By
Parag Dharmarao-126
Murtaza Bootwala-123

2. Organizational
Development
Strategic HR
Management
Organizational
Strategy

3.  HR Strategy connects the business strategy with the effort of Human
Resources to build a better and competitive organization and aligns top
executives with the HR team
 Sets clear objectives for HR in the areas of the talent development,
succession planning and organizational development to ensure the
future of the organization
 Defines the key principles for the compensation and organizational
design strategy as the organization keeps itself thin and quick
 Defines key areas which will be used as the competitive advantage
in the job market

4.  Strategic shift in HR Responsibilities requires a strategy,
which is aligned with business objectives.
 Change of HR Roles and Responsibilities has to be driven
by outcomes from the strategy implementation.
 A fast moving company requires the strategic HR
management (difficult to achieve without any strategy).
 The HR Strategy does support strategic decisions. The cost
efficient organization always makes decision supported by
strategies.

5.  Assess the readiness for change. Assess HR team and the entire
organization.
Use HR SWOT Analysis. Develop the HR Strategy for the next few years.
 Develop the basic HR framework, which will support the change to being
the strategic partner.
 Clearly define the role of the HR Leader in the organization. Be the
architect.
Get the approval.
 Clearly define owners of the HR Strategy. Define who will execute the
strategy, define the strategic split of roles.
 Clarify roles in Human Resources. Define specialist and generalist roles.
 Fill the structure with upgraded talents.

6.  Factors Determining the Investment Orientation of an organization
1. Management values
2. Attitude towards risk
3. Nature of skills needed by employees
4. Availability of outsourcing

7. Life Cycle Stages HR Practices
Start-up •Flexible patterns of work
• Recruitment of highly motivated &
committed employees.
• Competitive pay
•Little formality
Growth •More sophisticated recruitment &
selection
• Training & development
• Performance Mgmt process
• Reward systems
• Developing stable employee
relations

8. Life Cycle Stages HR Practices
Maturity •Attention to the control of labour cost
• Focus on increasing productivity
• Control compensation
Decline •Emphasis on rationalization of
workforce & downsizing
• Retraining & career consulting
services

9. Thank you