Aligning Human Resources & Strategic Plans
John P. Righeimer Maverick Energy

Contents

Introduction……………………………………………………….pages 3-4

The Problem: HR is not aligned with strategic planning……….....pages 4-7

The Solution: Aligning HR with organizational strategy………....pages 7-12

Conclusion…………………………………………………………pages 12-13

References……………………………………………………….…page 14

John P. Righeimer Maverick Energy PH: 815-498-3855

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Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the law. In contrast to the HR administrative function, strategic HR practices are more contemporary concepts. Consequently, organizations are less likely to expect these practices to have an impact on bottom line business results (Huselid, Jackson, & Schuler, 1997). A definition of strategic HR management is the design and implementation of a set of internally consistent practices that ensure an