Human Resources Strategy

Many features of the human resources management are shaped by a complex tension between high standards in the operational implementation of and an unreasonable anchoring in the overall strategic leadership of companies and organizations.

The daily management work such as conducting staff and one-on-one meetings, personnel development through appropriate development policies, management of performance measurement and individual analytical assessments is very often delegated to the respective Human Resources Department, especially when it comes to the development of concepts, methods and tools. Under certain conditions this can lead to a decoupling of management responsibility and design, meaning: The human resource management provides the tools, ensures the smooth implementation of operational HR work, but often does not belong to the ones giving strategic impulses to their company. These are rather found in the so-called departmental or business functions. I advise you in preparing an appropriate integration of HR functions into management and executive levels to establish clear conditions for a coherent human resources strategy.

The benefits for everyone involved are to understand human resources management as an integral and central part of the company's design of its organization and thus create the basis for a comprehensive, mutual and sensible human resources strategy. This applies to small, medium and large businesses alike.

In Short


  • upper management in human resources and communications functions
  • entrepreneurs
  • executives
  • personnel managers