Types of HR Strategies

Types of HR strategies

HR strategies are fundamentals of HR, whether in small or large organizations. There were days when HR only used to recruit employees, but now HR has broadened its scope towards every department in an organization. This article will educate you with everything you need to know about HR and the types of strategies.

What is a Human Resource Strategy?

HR strategies are the principal outlines of a business. HR strategies organizations make business goals in line with the practical efforts through the help of these strategies. These outlines of business prevail throughout the organization from recruitment to termination. HR strategies aren’t dynamic, and these are made upon long-term goals and hence need to be long-term, persistent, and strict. HR strategies are made considering some vital characteristics. Some of which are mentioned below.

  • Analyze the marketplace and organization itself
  • It has to be a long-term project
  • It elaborates the HRM directions and second it.
  • Helps inefficient utilization of organizational resources like time, money, and staff
  • Several factors affect HR strategies, so it needs to be revised annually much like any other provisions
  • HR strategies complement business goals and create a specific character to the business.

Factors affecting HRM

There isn’t one factor that affects HRM and HR strategies, and there is a set of internal and external factors that contribute towards affecting HRM strategies. Let’s discuss both of these.

1.  Internal factors

These are the internal factors of any organization that affects the HRM to make HR strategies. Internal factors vastly affect the objectives of HRM and d business, much like external factors.

  • Operating strategies

Operational changes in an organization like introducing new departments or staff training are included in operational strategies. These are the short-term approaches changes that directly affect the HR strategies.

  • Marketing strategies

Marketing objectives of an organization, alteration, or restructuring of the sales team may require HR strategy changes.

  • Financial strategies

Financial objectives are one of the main concerns of an organization, and monetary goals impact the HR capacities of HRM.

  • Corporate objectives

Every business has discrete corporate objectives other than the strategies mentioned above. It may be restructuring or applying specific attributes to the primary business goals like cost redundancies or restructuring.

2.  External factors

These are the external factors that affect organizations’ HRM policies. These affect the organization internally, directly, or indirectly. External factors include the following, an easy way to remember this is STEP.

  • Social and agricultural (S)

The environment in which an organization operates directly affects the attributes of an organization. Different places have different social and agricultural norms that affect the ability of workers to work. Depending upon the environment, HRM devises strategies to implement a work-life balance for the employees.

  • Technological(T)

New technologies require new skills for the employees to cope with business goals. HRM makes sure that new employees are recruited to manage with modern-day technology or exercises for educating employees.

  • Economic(E)

Economic factors play a substantial role in putting HRM strategies right in line with business objectives. Various economic factors like inflation, consumer demand, and the marketplace play a vital role in deciding the economic factor affecting HRM policies.

  • Political and legal(P)

Every country and state has its own political and legal factors. HRM makes sure that HR strategies are well in compliance with political and legal aspects.

Types of HR strategies

All organizations are different and have different sets of objectives. As we have mentioned prior, HR strategies align with business objectives, which comprehends that every organization should also have other HR objectives. Here we will discuss two types of HR strategies that are common for all organizations.

  • Overarching strategies
  • Specific strategies

Now let’s discuss both of these in detail.

Overarching strategies

These strategies describe the basic intentions of organizations and how the employee should be managed. It involves steps and policies to ensure that employees are recruited and retained appropriately to drive maximum efficiencies. It also ensures that employees are motivated, engaged, and committed through an adequate channel and proper means to satisfy productivity needs.

Overarching strategies provide the right basics for organizations to implement specific strategies. Some examples of overarching strategies are as following:


AEGON is a Dutch multinational company that mainly focuses on insurances. The HR approach of AEGON ensures that staff from any process should navigate towards elements of performance, career reward and development, payroll, and concerned departments.

2. B & Q

B & Q is a British multinational DIY and home improvement retailer that follows HR strategies to maximize employee retention. Employees are the most significant resources any organization can have. With organizations like B & Q, HR managers cannot afford to lose employees when there is so much at stake. Different policies are aligned with business strategies to minimize employee loss, making B & Q’s face.

Specific strategies

Specific strategies refer to the set of plans that an organization wants to implement explicitly, such as

  • Talent Management

Almost every organization faces fierce competition, and HR makes it happen to win its war of talent. The more talented the staff, the more innovative minds you have to drive you towards excellence. It’s just leaping forward from the rest of the competition.

  • Continuous improvement

Businesses need to be continuously evolving and improving. We all know how Nokia was once the king of the smartphone industry, but now it’s nowhere near because it just did keep improving with the changing infrastructure and technology. Incremental innovations over a period of time are a token for the survival of organizations.

  • Knowledge management

Organizations must have policies to acquire sustainable knowledge over different fields and utilize them to advance organizations’ performance and efficiency. Several organizations have specific R &D departments to perform research and developments, ultimately helping the organization achieve long-term performance.

  • Resourcing

Organizations are continuously working on resourcing their projects and workload with proficient employees. HR strategies make sure that they don’t hire workers but employees who can be a viable source of adding value to the business. Attracting the right people for the job by offering them incentives and hiring retention policies is also introduced to make them stay.

  • Learning and developing 

HR policies of the organization are adapted to continuously working on educating their employees. A suitable environment for employees to continually learn from the ongoing stuff and develop a deep understanding of them.

  • Reward policies

HR strategies make sure that reward policies adequately incentivize the long-term plans of the business. The reward is the motivation for employees to keep pushing further until the business objectives are met.

HR Basics

Apart from the policies mentioned above, HR performs seven essential functions validating the strategies discussed above.

1. Recruitment and selection

Enrolling employees and choosing the best ones to come and work for the organization is a crucial HR duty. Individuals are the backbone of the association, and finding the best fits is an essential undertaking.

The solicitation for recently recruited employees, for the most part, begins when a new position is made, or a current occupation opens up. At that point, the immediate officer sends working responsibilities to HR, and HR begins selecting newcomers. In this cycle, HR can utilize distinctive determination instruments to locate the best individual to accomplish the work. These incorporate meetings, various appraisals, reference checks, and other enlistment strategies

2. Performance management

When employees are ready, the execution of the performance objectives gets significant. Implementation of the board is the second HR fundamental. It includes assisting individuals with performing better in their positions. As a rule, representatives have a characterized set of duties that they need to deal with. performance management is a design that empowers workers to get input on their performance – to produce a superior output.

Models are formal one-on-one performance surveys and 360-degree input instruments that also think about assessing companions, customers, and different relations, and more informal feedback of the stuff going on. Ordinarily organizations work with a yearly exhibition the board cycle, including arranging, checking, evaluating, and compensating representative execution. This present cycle’s result empowers the order of workers in high versus low entertainers and high versus low possibilities.

3. Learning and Development (L&D)

If employees compete to perform well in specific areas of expertise, learning and advancement can improve their presentation. Learning and Development (L&D) is driven by HR, and great strategies can help propel the association towards its drawn-out objectives.

Numerous associations have pre-defined financial plans for L&D endeavors. This financial plan is then dispersed among workers, with learners, future leaders, and another high potential employee regularly getting more preparation openings than others. A unique system that associates the execution of the board with L&D exercises is the 9-Box framework. Given individuals’ presentation and likely appraisals, specific advancement plans are encouraged.

4. Succession Planning

Succession planning is the way toward planning possibilities in the event of crucial representatives leaving the organization. If, for instance, an urgent ranking director stops his/her work, having a substitution prepared will ensure congruity and can set aside the organization’s critical cash.

Succession planning is regularly founded on execution evaluations and L&D endeavors. This outcome is the formation of a potential pipeline. This is a pool of qualified and prepared contender to fill (senior) positions if there should be an occurrence of somebody leaving. Building and sustaining this pipeline is vital to acceptable individuals on the board.

5. Compensation and Benefits

Reasonable compensation is critical in persuading and retaining workers.

Salaries can be separated into actual remuneration and optional pay. Actual payment includes straightforwardly paid cash for work, which regularly is a compensation and now and then execution based compensation. Auxiliary advantages are largely non-financial prizes. This can incorporate different occasions, adaptable working occasions, day-care, annuities, an organization vehicle and PC, and substantially more. The objective here is to remunerate individuals in manners that inspire them. After all, money is the best motivation.

6. HR information system

It is more of a tool rather than HR practice. The first is the Human Resource Information System, or HRIS. An HRIS bolsters all the foundations we talked about above. For instance, an Applicant Tracking System, or ATS, is regularly used to follow candidates and recruits for the first step.

For performance management, a board framework presentation is utilized to monitor singular objectives and performance evaluations. Every one of these functionalities should frequently be possible in one single framework – the HRIS. Now and again, notwithstanding, the administration of these functionalities is separated into various HR frameworks. The primary concern here is that there is a vastly advanced component to working in HR, so the HRIS is the last component when we talk about the HR rudiments.

7. HR data and analytics

The remainder of the HR fundamentals goes around information and investigation. In the last half-decade, HR has significantly jumped towards turning out to be more knowledge-driven. The Human Resource Information Systems we just talked about is an information passage framework. The information in these frameworks can be utilized to settle on better and more educated choices.

A simple method to monitor necessary information is through HR measurements or HR KPIs. These are explicit estimations that answer how an organization is getting along on a given analysis. This is alluded to as HR revealing. By effectively estimating and taking a gander at this information, HR can settle on more information-driven choices. These choices are regularly more evenhanded, which makes it simpler to discover the board upholds these choices.

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