The Role of HR Policy in Creating an Effective Strategy

Strategic planning is one of the most important aspects of business activity, as it generally touches upon numerous aspects of a company’s performance such as financial analysis, risk management, business performance, marketing analysis, R&D, etc. HE is crucial for strategic planning from the perspective of suiting the required personnel for accomplishing the important aspects of business performance. Hence, strategic planning should be assigned for people with analytical skills, and with forecast abilities.

Strategic management at HSS Company should be regarded as bottom-up since there are collaborative processes among departments. Fundamentally, the human resource department is included in the decisions touching on strategic planning. In the case of the bottom-up channel, the employees of HSS Company are required to submit their views and proposals to their managers who in turn, channel their ideas further up to the organization’s CEO. For this channel of communication to be effective, the human resource department should be included in the planning of the strategic plan (Konczak, 2009).

Considering the experience of other companies, it should be emphasized that the entire HR strategy should be regarded from the perspective of selecting the necessary people for the key jobs which are important for strategic planning as a process. Hence the company needs first to establish the strategic objectives, and adjust the HR principles for achieving these goals. Finally, the company will have to adjust the resource allocation principles for more effective strategic planning, hence, people should be suited for this side of strategic planning.

On the other hand, the comprehensive HR strategy will support the specific objectives of strategic planning. Considering the experience of SAS Company, it should be stated that the essence of the HR strategy is explained by the matters of capturing the “people element” of the strategic objectives which a company needs to achieve. Thus, the following aspects should be considered:

  • Right people are in the right places
  • The mix and set of skills are right
  • Employees have enough motivation levels and correct attitudes towards their assignments
  • Employees have an opportunity for growth

In the light of this statement, the organizational strategies and plans should be developed considering the proper HR input and regulation. Hence, the HR strategy should be aimed at teasing the implicit people factors, which are associated with the plans of summarizing people’s efforts.

The role of the human resource should include securing portals to review the expenses of the company, therefore, the department needs to be included in the strategic planning. Tracking of employee pay and benefits, personal profiles, attendance records, and recruitment should form part of the human resource department. The department must enter into promotion and training opportunities as well as share selected data across the company departments, in the end, the human resource department’s actions will reduce administration costs (Gratton, Hailey, 2007).

Strategic objectives that the company will have to accomplish are essentially limited by the feasible approaches towards the implementation principles. Some cases even cannot be administered as they require technical regulation by the means of strategic planning.

The process of developing organizational strategy in HSS Company must be interactive. Tackling questions about objectives, implementation planning, and resource should be involved in the process of developing organizational strategy. Cooperate objectives will have to be altered if there lacks a feasible implementation plan among the departments.

Assumptions made on strategies should be tested first, therefore the human resource department must be included in the decision-making process to ensure that the assumptions made collectively are tested. The company will have to regulate all the stated corporate objectives for adjusting the suitable collective approach to pursuing the required outcomes. In case there is no collective responsibility, the made strategies on the HSS Company will be remade during the implementation stage.

Strategic planning approaches generally require having clearly viewed aims and evidence which should be collectively agreed upon and balanced by the aims and strategic principles of the company’s performance. In general, the business situation is regulated in accordance with the opportunities of pursuing the strategic objectives, which may arise and disappear depending on the actual situation.

Arguments may arise in the authenticating architectural work as to whether or not to accept it. The significant part is that as much as the current trends of the world are, the need for an objective scientific work should be favored as it has a rationalistic approach but the strong force of the hybrid form of scholastic architecture cannot be ignored. Scholasticism serves as a pointer in the present world to the medieval and the ancient world and serves as a storehouse accommodating the present and the past in a tolerated yet firm way. It gives the reason for the study of cross-cultural architecture and helps in bringing out the linguistic aspect of architecture.

The success of strategic planning lies in intelligent cooperation rather than linear adherence to one’s own subjective views. In this case, strategic planning will add little value to the company, and may as well harm the HSS company if organizational strategies are meant to be blueprints for the managers. (Torraco and Swanson, 2009).

The key aspects of strategic planning in the HSS company should be closely associated with interpreting and reinterpreting the collective possibilities which are generally originated by the changing business circumstances for improving the existing objectives and situations. In fact, this requires the participation of the HR department in solving these strategic aspects, associated with achieving the strategic objectives of the selected approach.

Several reasons lead to the failure of strategic plans. Failures to understand the customer, for instance, why they buy other products different from the HSS products? It is only by involving the human resource department that the customer behaviors can be understood. In other instances, the failure is due to poor coordination when reporting and control relations in the company are not adequate and the organizational structure not being flexible enough to accommodate consultation among departments.

The human resource department must be involved in the decision-making of the company. This is due to the fact that failure to get management involved right from the start, and failure to get employee commitment lead to poor strategies (Stratton-Devine, 2004). In addition, inadequate understanding of the internal resistance to change and lack of vision between processes, technology, and departments lead to poor strategic planning. However, the key elements of the HR strategic adjustment are the properly established communication system, as the information should be filtered depending on the stated priority for the objectives of various types.


  1. Gratton, L., Hailey, V. H., Stiles, P., & Truss, C. (2007). Strategic Human Resource Management Corporate Rhetoric and Human Reality. Oxford: Oxford University Press.
  2. Konczak, L. J. (2009). Strategic Planning for Human Resource Management. Personnel Psychology, 46(2), 430
  3. Stratton-Devine, K. (2004). Strategic Human Resource Planning: A Union Perspective. Human Resource Planning, 15(3), 37
  4. Torraco, R. J., & Swanson, R. A. (2009). The Strategic Roles of Human Resource Development. Human Resource Planning, 18(4), 10
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