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HR strategies set out what the organization intends to do

about its human resource management policies and practices, and how they should be integrated with the business strategy and each other.

Purpose :
The purpose of HR strategies is to guide development and

implementation programmes. They provide a means of communicating to all concerned the intentions of the organization about how its human resources will be managed. They enable the organization to measure progress and evaluate outcomes against objectives.

Barriers to HR Strategy
Though strategic HRM looks convincing and essential,

several barriers operate in the way of organizations taking to strategic orientation of their HR functions.

The first barrier is that most organizations

adopt a short-term mentality and focus on current performance. The second barrier relates to the inability of HR executives to think strategically. They are unable to go beyond their area of operation. The third barrier is that most senior managers lack appreciation for the value of HR and its ability to contribute to the organization from strategic perspective.

A fourth barrier is that some functional managers as well and is concerned more with technical aspects of their areas of responsibility than the human aspects. A fifth barrier to strategic HR is the problem of quantifying many of the outcomes and benefits if HR programs. It is believed that many of the outcomes of HR function are abstract felt but not seen. Finally, strategic HR may be resisted because of the incentives for change that might arise. Taking a strategic approach to HR may mean making drastic changes in the firms architecture. Not many executives are prepared to accept such drastic changes.


As in 1980s the competitive environment around the world, it would have to develop a more transnationals orientation. Transnational requires developing an international cadre of executives who are as compatible working in one culture as in another, and who have the ability to rise above their ethnic perspectives.

As a first step towards building such a team, Colgate began recruiting college graduates in 1987 and putting them through intensive international Training programmes.

The typical recruit holds an MBA from a US university, speaks at least one foreign language, has lived outside the US, and has strong computer skills and business experience. Over one quarter of the participants are foreign nationals.

Colgate does not send foreign-born trainees to their native countries for their initial jobs. Instead, it is more likely that a French national will remain in the US, a US national will be send to Germany and British national will go to Spain.

The foreigners receive the same generous expatriate compensation packages as the American do, even if they are assigned to their Home countries.