Given the volatility of markets and the rapid developments seen in business processes, today's companies need to regularly re-evaluate their corporate strategies and the derived business objectives. As part of this process they need to examine the relevance of their strategies for HR issues, with the aim of developing a truly robust HR strategy. They do this when they develop their initial HR strategy. However, later on it should become a regular revolving exercise as the basis for further refining the strategy.

When formulating an HR strategy it is important to combine both business and HR perspectives. The requirements of the business from the perspective of management (i.e. top-down components) must be placed side-by-side with the future areas for action from the perspective of HR (bottom-up components). By combining the two, companies can derive specific areas for action and corresponding key performance indicators (KPIs) for measuring the success of an implementation.

hkp/// group develops and facilitates this dialog for developing robust HR strategies. Drawing on their wide-ranging expertise, our consultants support the entire process, from design and implementation to monitoring. Monitoring is important for tracking the success of the implementation and checking that the areas for action are relevant and up-to-date.

Author Johannes Brinkkötter

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