The development process
The process of developing HR strategies involves generating strategic HRM
options and then making appropriate strategic choices. These choices should,
so far as possible:
relate to but also anticipate the needs of the business;
be congruent with the present or desired culture of the organization;
have the capacity to change the character and direction of the
business;
equip the organization to deal effectively with the external pressures
and demands affecting it
focus on areas of critical need;
answer fundamental questions such as: 'What is constraining us?',
'What is stopping us from delivering business results?';'
be founded on detailed analysis and study, not just wishful thinking;
incorporate the experienced and collective judgment of top manage-
ment;
take account of the needs of line managers and employees generally
as well as those of the organization and its other stakeholders;
anticipate the problems of implementation that may arise if line
managers are not committed to the strategy and/or lack the skills and
time to play their part;
anticipate any problems that may arise because of the hostility or indif-
ference of employees or trade unions;
ensure that the organization has the resources required to implement
the strategy;
provide for the acquisition and development of people with the skills
needed to manage and sustain the organization in the future to meet
organizational objectives;
consist of components that fit with and support each other;
be capable of being turned into actionable programmes.