Developing the HR Strategy

HR needs to develop a strategy that is aligned with the capabilities needed to implement
the organization’s overall strategy. Becker, Huselid, and Beatty wrote in The Differentiated
Workforce that HR must shift its focus from employees to one strategy, and it needs to
commit to diverting a greater share of its resources from developing the entire workforce
to developing strategic talent. It needs to “assess the big picture” and get out of the weeds.

For the HR strategic process, the steps are similar yet more specific.

1. Assess the big picture. Get an understanding of the organizational context and the
previous strategic plans. Identify what goals will involve HR processes and support.
2. Do a SWOT analysis, which will review the matters affecting the people side of
the business. PEST analysis will also be used in this stage.
3. HR’s own mission and vision statements need to be either created at this phase or
reviewed. They need to reflect and fit into the organization’s overall strategies.
4. Conduct a detailed HR analysis, which would include a thorough review of the
current systems and processes in place. The goal in this phase is to identify gaps
that may exist with current systems/processes and future system needs. The focus
is generally on the total rewards, talent acquisition, performance management,
and training/development functions. Here again, a SWOT analysis and PEST
analysis could be utilized. Addressing these gaps to align with the organizational
direction is the crux of the HR strategy.
5. Determine what are the critical people issues. During this phase, the future talent
needs and the existing workforce will be compared. The gaps are considered and
addressed with a strategic plan of action. An example is when a plant is going to
bring in new automated equipment. How does that affect the current workforce?
Will there be a need for retraining to operate the new equipment? Will there be a
need to reallocate workers to a different job or downsize?
6. Develop HR’s own goals, metrics, consequences, and solutions. At this phase, the
specific actions HR will take and how they will be measured occur. Audits and
balanced scorecard tools may be utilized.
7. Developing an implementation and evaluation plan is the last step. Here HR
will provide clear direction on the resources, risks, timing, and support that each
of their goals and initiatives will require. A project Gantt chart may be used as
additional support for budget requests.

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Sharam Kohan
Sharam Kohan

Sharam Kohan: Biography

Sharam Kohan is a seasoned professional with an extensive background in law, human relations, and organizational leadership. Currently a degree candidate for an LLM at UC Berkeley Law, Sharam brings a unique blend of legal education, hands-on experience, and a deep commitment to social justice and human rights.

With a career that spans diverse sectors, Sharam's expertise extends far beyond the classroom. He has served as a Human Relations Commissioner, contributing his leadership to Alameda County’s Human Relations Commission, where he worked on initiatives to improve community relations and promote equity. His dedication to social change is also evident in his philanthropic efforts as a donor to organizations like FACES SF, which provides vital resources and support to the Bay Area’s underserved communities.

An advocate for labor and employment rights, Sharam holds a specialization in Employment Law from Temple University School of Law, which has furthered his ability to navigate complex legal frameworks. His professional journey includes leadership roles across human resources and operations, where he has honed his ability to manage teams, shape organizational culture, and implement effective strategies that drive success. He also holds SHRM certification, further solidifying his expertise in human resources management.

As a writer and thought leader, Sharam has authored multiple works that delve into complex philosophical and legal topics. His books, Judgment, a Priori Itself and Sartre’s Conception of Freedom, explore the intersections of law, philosophy, and human freedom, blending his academic background with a passion for intellectual inquiry. These works have garnered attention for their thoughtful analysis and exploration of complex ideas, establishing Sharam as a respected voice in both legal and philosophical circles.

Though not a traditional legal scholar, Sharam’s interdisciplinary approach to understanding law and society has made him a sought-after commentator on topics ranging from legal theory to organizational dynamics. His writing can be found on various platforms, including his blog at Harvard, where he shares insights on law, politics, and social issues.

Sharam Kohan is a dynamic and forward-thinking professional with the knowledge, experience, and passion to contribute meaningfully to the legal, social, and business landscapes.

For more on Sharam Kohan’s work, visit his blog at archive.blogs.harvard.edu/kohan and his author pages on Amazon, including Judgment, a Priori Itself and Sartre's Conception of Freedom.

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