In order to organize work in a professional way and make people successful on a long-term basis, clear goals, well-designed concepts, and functioning structures are needed. However, success does not only depend on the effectiveness and efficiency of individual measures and instruments but also, more importantly, on their alignment with each other, their intertwining in a comprehensive concept, and their relatedness to overall corporate objectives. This requires well-engineered HR strategies at all levels, from a written overall HR strategy to unit-specific HR strategies and HR team strategies.
In human resource management, nothing reasonable can be achieved instantly. All HR measures, from recruitment to personnel development, and from operational leadership to socially acceptable downsizing, require longer planning and lead times, as well as careful consideration of future scenarios. Actionistic approaches can admittedly help optimize figures and drive down costs on a short-term basis. At the same time though, what may be years of investment in personnel structure are destroyed, unnecessary human hardships are caused, and considerable risks are established for the future. A clear HR strategy highlights the medium- to long-term perspective and serves as a firewall against the opportunistic and haphazard decisions of the day.
At the center of any HR strategy are aspects like the provision of necessary work capacities, the maintenance of reasonable personnel costs, and the achievement of intended performance results. However, the interests of all HR stakeholders — i.e., the owners and top-management, the employees and their representatives, as well as the general public and media — need to be considered as well. Good HR management is always strategic HR management as well.