Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization. Created by: Afia Fitriati - Gadjian.com

1. HR Strategy
for Startup Companies
Afia Fitriati, CHRP

2. Do you need HR strategy in the early
days of building a company?
“Traction first” “Talent first”
No Yes

3. “Not finance. Not strategy. Not technology. It is
teamwork that remains the ultimate competitive
advantage, both because it is so powerful and so
rare.”
Lencioni P., “The Five Dysfunctions of a Team: A
Leadership Fable”

4. Sales
Payroll
30%

5. Baron J., Hannan M., Organizational Blueprints for Success in High-Tech Start-Ups: Lessons from the
Stanford Project on Emerging Companies (2002)
Culture is Critical to a Company’s Success

6. What is Human Resources/Human Capital Management?
• Talent
• People development
• Recruitment
• Payroll
• Organization
• Compliance
• Compensation & benefits
• Knowledge sharing
• Learning
• Culture
• Teamwork
• Happiness on the job
• Productivity
• Company policy
• Communication
• Leadership

7. Organization
Development Attract Develop Motivate Retain
What kind of people do
we need to deliver our
strategy?
What is the best way to
deploy these people?
What is the best org
model to achieve this
goal?
How do we attract
these people?
How do we select
the best?
How do we
grow and
develop them?
How do we retain
our best people
and keep them
engaged in our
business and
goals?
What is the right
way to reward our
key people?
Vision
What do do want to be?
What do we want to achieve?
Mission
How do we achieve our vision?
What do we need to do?
Values
What attributes do we need to
have to achieve our vision?
Why are they important?
HR STRATEGY CANVAS

8. 10 Reasons Why Organizations Fail to Achieve ROI from Talent Management
1. No clear vision from leaders on what it can do
2. No definition of what to aim for
3. Talent management not seen as a business accountability
4. Lack of a distinctive talent position
5. Line managers fail to address underperformance
6. Focus on development, not tough measure, to get better deployment
7. Not enough ‘quality time’ devoted to talent management
8. Line managers confuse performance with potential
9. Aspiration values and behaviours bear little relation to what’s rewarded
10. Lack of talent management infrastructure and online systems