There is no effective HR strategy that is aligned with the company’s overall business strategy. HR activities are carried out in a “maintenance” mode, without further planning and development. The company’s HR professionals lack the knowledge, skills and competences to develop sustainable and operational HR processes that contribute significantly to the achievement of the company’s objectives.<\/p>\n
Develop a new HR strategy.<\/p>\n
Analysed the company’s business strategy and objectives. In parallel, the existing HR strategy was reviewed and the competitive advantage assessed. An audit of HR policies, processes and activities was carried out. A new strategic direction for HR management was identified and HR activities aligned to it. Accordingly, in order to turn the new HR strategy and activities into tangible business value, an HR process model has been developed, HR activities have been optimised, the required skills and competences of the HR staff and a plan for their development have been identified, an HR budget has been developed, and HR performance indicators have been introduced to monitor the achievement of the desired results.<\/p>\n
A new HR strategy has been developed, priority HR activities and strategic objectives have been clarified, and concrete implementation measures and actions have been identified.<\/p>\n