Athru Consultancy
What we do | HR Strategy

Athrú Consultancy has a proven track record in supporting organisations develop and implement HR strategy and strategic HRM practices. We believe that a well developed HR Strategy is a key building block of the organisation's overall HR Infrastructure. 

HR Infrastructure
HR Strategy is only one part of the organisation's HR infrastructure. While it provides the road map that sets out where the organisation wants to be and how it will get there this will only be possible if equal attention is paid to how that HR Strategy is delivered. This delivery will be brought about by having the right

  • Design of the HR organisation
  • HR capacity in terms of people and their individual and collective capabilities
  • HR Policies, processes and procedures
  • HR systems including IT
  • HR Analytics framework aimed at using high quality HR data for making decisions

Athrú Consultancy are of the clear view that for an organisation  to be truly effective all of the above elements must be carefully developed and implemented in a coherent and consistent manner. 

Human Resources Strategy
Human Resource Strategy is as much a part of overall Business Strategy as the Marketing, Financial and R&D Strategies. To be effective each of these elements must have a common critical characteristic of being clearly aligned with the Objectives of the organisation. In addition the HR Strategy must also take into consideration the HR Environment in which the organisation operates which in turn is defined by such issues as the prevailing Employment Legislation in place, the approach to Social Partnership the availability of suitably qualified people etc. Just as the Financial resources available at any one time can shape the enterprise’s direction the strength of an organisation’s Human Resource capability will be of equal importance to its future success.

The knowledge, skills and abilities of the people working in any organisation have to be deployed and used to the maximum effect if the organisation is to create value. The intangible value of an organisation which lies in the people it employs is now gaining recognition by accountants and investors, and it is generally now accepted that this has implications for long term sustained performance. A well executed Due Diligence process no longer confines itself to the “Financials” and the tangible assets but assess such things as the risks associated with the workforce and critically the strength and capability of the management and leaders of the organisation.

While the HR Strategy must be set within the context of the overall enterprise strategy the two must be mutually informative since the quality of the people in the organisation is the key determinant of the future direction and success of the organisation. In essence the way in which people are managed, motivated and deployed, and the availability of skills and knowledge will all shape the business strategy.

In essence a Human Resources Strategy may be thought of as a collection of key people related directions and imperatives, identified by the organisation, that are complementary to each other and when applied in a consistent and coherent manner provide real competitive advantage. Examples of such imperatives are

  • Attracting and Retaining the best fit people
  • Building Talent and Leadership Capability
  • Motivating others
  • Changing with agility
  • Engendering High performance

How an organisation executes on any of these will define whether it is a leader or a follower. While excellent organisations need to be good at all of these they may only need to excel in a given sub-set. Setting out to excel in all of these requires very significant resources (time, management commitment, financial etc.) and in today’s world with many competing requirements such resources are rarely available.

Athrú believes that the organisation must decide on the key imperatives that will maximize their competitive advantage at the particular point in time and clearly commit to and focus on their delivery. Failure to do this will in all likelihood result in the oft quoted "scatter gun" approach where organisations quickly become paralysed by multiple initiatives. Not only does this sap the energy of employees but can ultimately lead to cynicism and mistrust of the leadership.

That is not to say that the key initiatives cannot change over time in fact the successful organisation will constantly review its direction in order to ensure that it continues to focus on what will maintain competitiveness and success.

In any HR Strategy alignment must not only be upwards to the overall goals and objectives but must also be downwards. It is crucial that that these high level imperatives are translated into actions that will have a clear impact on how the people in the organisation behave. This composite set of behaviours is often what others, particularly customers and those who interact with the organisation, see as the tangible manifestation of the organisation’s culture.

As such these behaviours are as much a element of the organisation’s brand as the technology it applies or the advertising it undertakes and it could be argued the most defining since it is often based on "1-to-1" human interactions.

HR Strategy Development Model

HR Strategy Development Model


Human Resources Strategy
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