presentation on hr strategy

HR strategy presentation: A comprehensive guide

Boost HR strategy with this guide. Build a high-performing workforce and achieve business goals

Raja Bothra

Building presentations

Whether you're an HR professional, a manager, or a business leader, understanding how to create a compelling HR strategy presentation is essential.

In this comprehensive guide, we'll delve into the intricacies of HR strategy presentations, exploring what they are, their benefits, and how to structure them for maximum impact. So, let's embark on this journey of transforming your HR presentations into persuasive masterpieces.

What is HR strategy?

HR, short for Human Resources, is the lifeblood of any organization. It encompasses the people, policies, and practices that drive a company forward. Your HR strategy, in essence, is the roadmap that outlines how you plan to manage your organization's human capital to achieve its goals and objectives.

Your HR strategy should align with your company's broader business strategy. It's not just about hiring and firing; it's about creating an environment where employees can thrive, where their skills are developed, and where they're empowered to contribute to the company's success.

Benefits of HR strategy presentation

Before we dive deeper into the art of creating HR strategy presentations, let's explore why they matter:

• Alignment with Business Goals : An effective HR strategy presentation ensures that your human resources align with your organization's broader business goals. It serves as a bridge between HR and the company's mission.
• Clarity of Vision : Presenting your HR strategy clarifies your vision for managing your most valuable asset—your employees. It communicates your intentions, priorities, and values.
• Engagement and Buy-In : Engaging presentations can inspire buy-in from stakeholders and employees alike. When people understand the 'why' and 'how' of your HR strategy, they are more likely to support it.
• Performance Improvement : By outlining your strategy, you set the stage for performance improvement. Clear goals and expectations lead to enhanced productivity.
• Competitive Advantage : A well-crafted HR strategy can be a source of competitive advantage. It helps you attract, retain, and develop top talent, which can set your organization apart.

How to structure an effective HR strategy presentation

Creating a persuasive HR strategy presentation involves a structured approach. Here's a step-by-step guide to help you craft a compelling narrative:

1. Understand your audience : Start by understanding your audience's preferences, needs, and pain points. Tailor your presentation to resonate with their interests.

2. Define your objectives : Clearly define what you aim to achieve with your HR strategy presentation. Are you seeking approval for a new initiative? Are you addressing HR challenges? Be specific about your goals.

3. Storytelling : Effective presentations are like stories. Weave a narrative that captivates your audience. Share real-world examples and anecdotes to make your points relatable.

4. Visual appeal : Use Prezent's stunning templates and slides to create visual appeal. A well-designed presentation enhances engagement and retention of information.

5. Data and metrics : Support your strategy with data and metrics. Use terms like "metric" and "best practices" to show that your approach is grounded in evidence and industry standards.

6. Engagement strategies : Explore strategies to keep your audience engaged throughout the presentation. Incorporate interactive elements, such as polls or Q&A sessions.

7. Simplicity and clarity : Avoid jargon and complexity. Use common words and phrases to ensure your message is easily understood. Terms like "HR plan" and "strategy template" should be naturally integrated into your content.

8. Call to action : Conclude your presentation with a clear call to action. What do you want your audience to do next? Summarize key takeaways to reinforce your message.

Here is a guide on HR presentation .

Do’s and don'ts of an HR strategy presentation

Now that we've covered the basics, let's explore some do's and don'ts to ensure your HR strategy presentation hits the mark:

Do's :

• Be audience-centric : Always keep your audience in mind. Use terms like "HR management" and "recruitment" to address their concerns.
• Practice : Rehearse your presentation to perfection. Confidence enhances your authority on the subject.
• Visualize data : Use charts and graphs to visualize data. It makes complex information more digestible.

Don'ts :

• Overwhelm with data : While data is essential, avoid overwhelming your audience with too many metrics.
• Lack of preparation : Don't wing it. Lack of preparation can erode trust and authority.
• Ignore feedback : Be open to feedback and questions. Ignoring them can diminish your perceived expertise.

Summarizing key takeaways

In this comprehensive guide, we've explored the art of crafting effective HR strategy presentations. From understanding your audience to using terms like "HR strategy presentation" and "strategy powerpoint," you now have the tools to create compelling HR presentations that drive change and enhance your organization's human resources practices. We've uncovered key strategies:

• Audience-Centric Approach : Tailor your presentation using terms like "HR strategy presentation" to address audience needs.
• Storytelling Power : Craft engaging narratives with relatable examples and terms like "strategy agenda."
• Visual Impact : Use Prezent's templates and "presentation graphics" for visual appeal.
• Data Reinforcement : Back your strategy with data, integrating terms like "metric" and "best practices."
• Engagement Strategies : Keep the audience engaged, highlighting "talent management" and "recruitment."
• Clarity and Simplicity : Use common words like "HR plan" for clear communication.
• Inspire Action : Conclude with a call to action, emphasizing "HR management" and "performance appraisal" as actionable steps.

Here is a guide on recruitment presentation .

1. What is the significance of a well-crafted HR strategy presentation?

A well-crafted HR strategy presentation serves as the linchpin for aligning your organization's human resources with its overarching business goals. It's not merely a PPT; it's your roadmap for achieving success. By effectively communicating your "human resource strategy," you empower your team to understand and execute your "strategic plan," fostering "organizational" growth and success.

2. How can I make my HR strategy presentation more engaging and impactful?

To enhance engagement and impact, consider using a "strategy PowerPoint template" or a "strategy PowerPoint presentation" template. These visually appealing templates can elevate your presentation's effectiveness. Additionally, incorporating elements of "change management" and "organizational culture" can help make your message resonate with your audience.

3. What role does HR department play in creating an effective HR strategy presentation?

The HR department plays a pivotal role in crafting and delivering HR strategy presentations. Their expertise in "human resource management" and "strategic human resource" practices is invaluable. They are responsible for outlining the "human resource plan" and ensuring it aligns with broader organizational goals. Furthermore, HR's involvement in "onboarding" and "training and development" can strengthen the presentation's content.

4. How can HR strategy presentations contribute to employee retention and talent management?

HR strategy presentations play a vital role in "attracting and retaining" top talent. They outline a clear path for "career development" opportunities within the organization, emphasizing the value of "diversity and inclusion" and "retention strategies." By showcasing a "differentiation strategy" that recognizes and rewards the "best talent," HR can drive employee satisfaction and long-term commitment.

5. What key elements should I include in my HR strategy presentation to address HR problems effectively?

To address HR problems comprehensively, your presentation should encompass elements like " performance management ," " roles and responsibilities ," and a "plan of action." Highlight how your "strategic human resource management" approach supports "strategic decision-making." Ensure that your solutions are "relevant to the audience" and emphasize the importance of "supporting the corporate" mission. By selecting the "best method" and fostering an approach that "builds understanding," you can tackle HR challenges effectively and enhance "business performance."

Create your HR strategy presentation with prezent

To take your HR strategy presentations to the next level, consider using Prezent, the AI presentation software trusted by Fortune companies. With its array of templates, real-time collaboration, and brand-approved designs, Prezent streamlines the presentation creation process, saving you time and ensuring your presentations are always on brand.

Remember to blend expertise with engaging storytelling, and always keep your audience at the forefront. With the right approach and the assistance of tools like Prezent, you can create HR strategy presentations that resonate, inspire, and drive positive change.

So, go ahead and start crafting your HR strategy presentation masterpiece with confidence! Try our Free Trial or book a Demo today with Prezent!

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Home Blog Business HR Strategic Planning 101: A Guide for Developing HR Strategies

HR Strategic Planning 101: A Guide for Developing HR Strategies

Regardless of size or industry, every organization operates with specific goals and objectives. The job of the human resources (HR) team is to ensure that the workforce contributes effectively to its success. However, the shocking truth is many initiatives fail because there is a disparity between HR strategies and the business.

In a survey by Gartner , 38% of the HR leaders surveyed admitted that their HR strategic planning process is not aligned with the business strategic planning calendar. Such a misalignment can have significant implications and may impede the organization’s overall success.

This underscores the need for HR teams to prioritize a strategic plan that’s in sync with the overall business framework. How do you do that? Let’s discuss it in this article.

Table of Contents

What is an HR Strategic Plan?

Components of an hr strategic plan, steps for creating an hr strategic plan, examples of hr strategic plan slides, how to present an hr strategic plan.

We’ve defined a strategic plan as a document that reflects how a company plans to function and grow over a significant period. Its purpose is to allow all departments to understand the company’s larger strategy and guide their respective efforts so that they can positively impact its success.

Hence, the HR strategic plan is a document that outlines how the human resources function will align with and support the overall strategy, vision, and goals of the organization. Whether the HR strategy involves hiring more staff, promoting talent development, or nurturing a positive work culture, it should be firmly based on the direction the company aims for.

It’s important to emphasize that HR strategic planning is an ongoing process and requires continual reassessment as the organization’s overall strategic plan evolves.

So, where do you start with HR strategic planning? Breaking down the plan’s components is the easiest approach to accomplish this process. Let’s explore the basic elements an HR strategic plan should include.

• The Vision is the aspirational image of what the HR function aims to achieve in alignment with the organization’s overall goals. It encapsulates the desired future state of HR within the company.
• The Objectives are the short-term and long-term goals HR sets to achieve. These goals should be directly tied to the broader business strategy.
• The Actions detail the specific steps, initiatives, and projects HR will undertake to achieve its objectives.
• The KPIs are the metrics that gauge the effectiveness and impact of HR initiatives. They help monitor performance and guide adjustments if necessary.

1. Pick a Strategic Model to Use

Selecting the right structure for an HR strategic plan is the first step to effectively communicating the plan’s outcomes within your organization. SlideModel has several editable strategic planning templates to help you organize your plan clearly and logically.

The Goals-Based Strategic Planning Model begins by identifying goals/objectives and aligning the strategies and action plan with the organization’s current state. It also outlines the timelines for implementation and key metrics for tracking the progress.

The Cascade Strategy Planning Model involves a top-down approach that starts with defining the organization’s mission, vision, and core values. From there, strategic goals are broken down into actionable objectives for various departments and teams. 

Regardless of your chosen model, covering the essential elements mentioned earlier is imperative to ensure the plan’s effectiveness in driving organizational success.

2. Assess Current HR State

You now have the strategic planning model to work with. The next step is to conduct a gap analysis that evaluates the existing state of your human resources concerning the company’s overarching vision. This analysis compares where your HR function is and where you want it to be and identifies the existing gaps so that you can develop reasonable goals to fill them.

Several gap analysis templates , like the SWOT analysis , can aid you in this process.

Start by making a checklist of your requirements to fulfill the vision. Then, look at your organization’s workforce and identify what practices could be improved or what capacity could be acquired to realize the organization’s overarching strategic goal.

For instance, imagine you’re part of Tesla’s HR team, whose vision is to “create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.” As you assess your HR state, the gap analysis might reveal your need for recruiting specialized engineers or more employee training programs on sustainable transportation concepts.

3. Define HR Vision

Building upon the insights gained from the gap analysis, the next step is to craft a clear and aspirational vision for your HR function. This vision should reflect how HR envisions contributing to the organization’s success.

Some may find this step unnecessary, but we don’t recommend skipping it. As we mention in our vision statement article, a vision statement codifies your aspirations, making it easier to communicate them to stakeholders. An HR vision statement is no different.

Continuing our illustrative example, Tesla’s HR vision could be:

“Lead the charge in cultivating a dynamic and innovative workforce that pioneers the electric vehicle revolution.”

This ambitious statement points to areas where the HR team can play a crucial role in bridging the gaps between the workforce and the direction that Tesla is going for.

4. Identify Objectives

We cannot overstate the significance of setting objectives in HR strategic planning. While you have the vision to guide your actions, you need clearer directions to make your journey easier. Objectives transform abstract visions into concrete and actionable goals that you can work on.

You may identify short-term and long-term objectives. Either way, they should adhere to the SMART criteria :

Specific: Clearly define what the objective aims to achieve.

Measurable: Set quantifiable metrics to gauge success.

Achievable: Ensure the objective is feasible and realistic.

Relevant: The objective should align with HR’s role and the organizational strategy.

Time-Bound: Set a clear timeline for achieving the objective.

Let’s take a look at a well-written objective for Tesla’s HR.

Increase the number of engineers with proficiency in battery management by 20% within the next two years.

This objective aligns with the organization’s broader goal of pioneering the electric vehicle revolution. Battery management is a critical component of electric vehicles. By increasing the number of engineers proficient in battery management, Tesla’s HR ensures a workforce with the skills needed to advance electric vehicle innovation.

5. Develop Action Plans

The action plan breaks down your objectives into achievable pieces, giving stakeholders a clear sight of the steps needed to accomplish them. It lays down the specific activities in the order in which they should be carried out, the resources and support needed, and the completion timeline. The structured nature of action ensures that everyone is on the same page regarding the steps needed to achieve the desired outcomes.

For example, the following could be Tesla’s activities in achieving its objective of increasing the number of engineers proficient in battery management:

• Assess the current proficiency levels of engineers in battery management skills.
• Design a comprehensive battery management training.
• Roll out the battery management training program.
• Assess the progress of engineers’ proficiency levels.

You may use a one-pager action plan template to present these activities, their dependencies, and their required resources.

6. Establish KPIs

How will you measure success? As you develop your HR strategic goal, you will realize that you need to come up with a consensus of what success looks like. This is where key performance indicators (KPIs) come in.

Forbes defines KPI as a measurable target indicating a specific performance is at par with the goal. It requires looking into past performance variables (lagging indicators) and the desired future performance (leading indicators) to inform managers that they are on track to meet their objectives and, to a certain degree, their vision.

KPIs vary depending on the organization’s goals, but some common performance indicators for HR include:

• Employee Productivity
• Employee Attrition/ Retention Rate
• Cost per Hire
• Training and Development Metrics

When it comes to increasing the number of engineers with proficiency in battery management, Tesla’s KPIs may include:

• Proficiency Assessment Scores
• Training Completion Rate
• Number of Certified Engineers

Here are a couple of examples of HR strategic plans presented using various models:

1. Enhancing Employee Engagement

This is an example slide of an HR strategic plan of a company that aims to enhance employee engagement. Using the Cascade Strategy Planning Model, they were able to align and direct every facet of their initiatives toward their overarching vision.

2. Developing Leadership Pipeline

This goal-based HR strategic plan example provides an actionable approach to achieving the outlined goals for developing a leadership pipeline within the organization. Incorporating specific timelines into the action plan helps ensure the strategic plan progresses smoothly and stays on track.

Some companies spend a lot of effort developing HR strategies, or strategic plans in general, only to forget to effectively communicate them to the people who will turn the plan into a reality. What’s the point of beautifully crafted strategies when employees know too little or don’t know about them?

Hence, you need a communication plan to ensure that the whole organization understands and embraces your strategies from the ground up. Here are some tips when presenting an HR strategic plan.

1. Use Crystal-clear Language

Using jargon during a presentation may sound smart but may lead to confusion and alienation. To effectively communicate your strategies, prioritize using simple, plain language that resonates with the audience. If jargons are inevitable, provide clear definitions to ensure understanding.

2. Explain the “Why”

Employees may react negatively to changes, especially when they feel the change is an additional burden. Explaining a change’s reasons, motivations, and benefits can alleviate concerns and resistance. For example, if an employee is against HR’s job rotation plan, explaining how it will equip them for future succession might change their mind.

3. Use Visual Aids

HR strategic plans usually involve a lot of projections and metrics that might get lost in translation. Incorporate visual aids like infographics, graphs, and charts to simplify these complex pieces of information.

4. Encourage Two-way Communication

When you don’t receive feedback during a presentation, it typically indicates one of two possibilities: either the audience has a complete grasp of the message, or they don’t get it. There’s only one way to know for sure: to establish a channel for dialogue. Communication in both directions bridges the gap between the intended message and the audience’s understanding.

5. Use Multi-channel Approach

People have different preferences for absorbing information. Some may find in-person presentations more convenient, but others may find it challenging to present complex information. Cognizant of these variations, consider a range of approaches when presenting your HR strategic plan. For example, you may send out a pre-read of your reports so no one gets confused during your meeting.

HR strategic planning is a complex activity that involves multiple processes. It requires a comprehensive and thoughtful approach, from setting clear objectives and identifying key performance indicators to developing actionable plans and ensuring effective communication. The key to effective HR strategies is aligning them with the main company vision and strategic goals.

But remember, HR strategies are not set in stone. As company circumstances change and new challenges and opportunities emerge, the planning team must be agile to accommodate these shifts.

1. HR Plan for an Organization PowerPoint Template

Present your HR Strategic Plan with a slide deck intended for HR Professionals! This HR Strategic Plan template contains tools to outline the most important aspects of the human resources process and management tasks, like hiring new employees, management structure, career management, performance management, hidden opportunities, and more. Your team can craft a presentation that can be continuously updated according to your plan’s agenda, or it can fit the purpose of multiple plans.

Use This Template

2. GOST Canvas for HR Strategic Plan

This GOST framework is ideal for processes that require generating goals, laying out strategies, and defining tactics for an actionable plan. For an HR Strategic Plan, we can use this GOST Canvas PowerPoint Template as a prior step to defining the action plan details, while using the findings retrieved from the SWOT analysis and SMART Goal definition stages.

3. Strategic Plan HR Strategy Template for Defining Vision & Mission

The third step in our HR Strategic Plan guide is to define the HR Vision. Although this can be managed through Vision Statement templates, we believe a tailored template that exposes both Mission and Vision better fits this context.

Use this colorful Strategic Initiative Vision & Mission PowerPoint Template to formulate a path by which your strategic plan can align its efforts to meet the established goals. Strategic and Enabling Pillars are also laid out in an extremely visual format while being connected to the Mission. This way, stakeholders can get a quick glimpse of why certain tactics are being pursued, to which pillar they belong, and how that aligns with the big picture in the Strategic Plan.

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What's the Best Way to Present HR Analytics? 15+ Expert Tips

As an HR professional, you have access to people data that can be used to transform culture and kickstart engagement. Through HR analytics and reporting, you can unite departments and empower people to do their best work. Sounds pretty great, right?

But if all that HR data lives in siloes, change will be slow and decisions will be made without all the facts.

That’s where HR analytics presentations come in. With an effective HR presentation, you can package all that good HR analysis into a powerful story that persuades company leaders and positively influences decision-making..

Read on to discover pro tips on building presentations with your HR analytics, including advice from experienced HR pros and tips from BambooHR's in-house team of expert graphic designers. Through data, reporting , and effective HR presentations, you’ll be able to secure your seat at the table when it comes to strategic decision-making.

4 Fundamentals of HR Analytics Presentations

Align the presentation with company goals.

Simply put, your leadership team needs to know that the HR data you’re presenting on will impact the company’s goals and overall mission. Try to connect each data point to a key objective. For example, if one of your company’s initiatives is to improve employee retention , you can speak to employee satisfaction and how it directly affects that initiative.

Include The Financial Impact of HR

Money talks. When possible, include dollars and cents as they relate to overall financial goals. What’s the cost of labor for each employee? How much could the company save on office space if more employees went fully remote?

Build The Presentation Around The Key Takeaway

HR manager Jenny Wells expressed the importance of defining key takeaways. She says, “I try to structure HR presentations by always starting with what I want the audience to take away from it.” At the end of her talk, she makes a point to circle back.

Tailor The Presentation To Your Audience

The HR analysis should be relevant to the audience you’re presenting to. Put yourself in the shoes of your audience and ask yourself these questions: Why do I care? What can I do about it? For example, your finance team may find more value in compensation trends, where your managers might want to dive deeper into performance metrics.

Powerful data insights are only a click away.

With BambooHR, you can manage and report on your sensitive people data with an organized, secure database—no technical experience required.

Best Practices for Using Visuals in HR Analytics Presentations

A picture is worth a thousand words—and that's especially true when it comes to HR presentations.

Any HR analysis is likely chock-full of people data, and people data means numbers. You’ll not only better tell the story of the HR impact by using visual strategies in your presentation, but you’ll tell it in a way that your audience can understand.

To make sure your message hits home, consider incorporating the following best practices into your HR analytics slides:

• Keep it simple. If your audience is trying to read a block of text on your slides, they’re likely not listening to the verbal part of your presentation. Keep the amount of words to a minimum, and prioritize key takeaways on your slides.
• Add visual interest. Illustrate your main points through data visualizations such as pie charts, graphs, flows charts, images, and videos. These will help engage your audience and make your HR data more digestible.
• Use visual hierarchy. The gist of visual hierarchy: Make the most important information bigger, bolder, and in contrast to less important information. You can accomplish this by using fonts, colors, shapes, and more. Read up on the fundamentals of visual hierarchy here .
• Weave in some humor . HR data may fire you up, but the standard HR analysis might not be quite as exciting to others in your organization. Adding a dose of humor can really help bring the message home. Perhaps you can kick it off by providing a funny video, image, meme, or quote that pertains to your topic. (Just be sure it’s office-appropriate.)
• Provide short snippets . Avoid providing too much information, and use bullet points and numbered lists to make your HR presentation short and sweet. You may know ten reasons why an organization should make the switch to e-signatures , but you’ll want to limit your points to four or five. When in doubt, include hyperlinks to additional information for the people who may want or need more context.

Free Download: Make Your Data Shine.

Linking people data to business outcomes is a critical measure of how your business is performing and a way for HR to show up as strategic players.

5 Methods for Engaging Employees in Your HR Analysis

It’s not always easy to get a roomful of employees involved and engaged. Try using these tips to increase audience participation and attention so your people can absorb the information they need.

Arrange Discussion Groups

“Pairing people for discussions and forming small groups really helps all people participate,” says Stan Kimer, an HR consultant with more than 30 years in the field.

Small groups allow your audience to dive deep into the HR data you’re presenting, and a discussion format encourages deeper critical thinking. Consider giving each small group discussion questions to kickstart the conversation.

Reward Participation

HR consultant Joshua Evans recommends not only facilitating participation, but rewarding it: “Work to involve the audience by asking non-rhetorical questions, playing games, or even offering prizes for participation.”

Vary Your Presentation Style

You probably don’t love the idea of staring at a screen for an hour, right? Neither does your audience. Alternate between slides, discussion, activities, and hands-on education to keep your audience engaged.

Develop Interactive Materials and Handouts

To hold the attention of your audience, consider adding a handout to your presentation where they can take notes and write down any questions. You could also incorporate some fun, short quizzes or surveys to which your audience can respond online using virtual tools such as Poll Everywhere .

Bonus Tip: Handouts double as tangible resources for attendees to look back on at their convenience.

Work The Room

One thing our experts all agreed on: stepping away from the whiteboard to engage with the audience. Moving around the room is a great way to capture attention and is much more effective than staying in one location and lecturing from a single spot.

For virtual audiences, online whiteboards like Miro, Mural, and Stormboard are engaging and Zoom-friendly.

How to Measure the Success of an HR Analytics Presentation

As with anything in work and life, understanding the success of your HR presentation will help you improve future HR reporting and pinpoint any action items that came from the presentation. Here are some strategies to measure the success of an HR presentation:

Use Surveys & Evaluations

Several experts suggest ending your presentation with a short questionnaire or evaluation. Here are some sample questions to include in your survey:

• Did you learn something new from this presentation?
• Do you have any follow-up action items after attending this presentation?
• What are your key takeaways from this presentation?

For full participation, make your surveys quick and easy. You could even conduct a brief evaluation using a mobile survey app , so everyone can use their smartphones to provide feedback on the spot.

Schedule time to speak with your attendees afterward to get a feel for how well they absorbed the information.

You can frame this in terms of interaction in order to give you an in to follow up: “I wanted to follow up on your question about ____ in the HR presentation. Do you have any additional questions?” or “I noticed you didn’t get a chance to ask your questions during the HR presentation. Is there anything I can dive deeper into for you?”

Seek Hard Metrics

You can also try to measure the success of your HR presentation using hard metrics. For example, if your presentation was about career development opportunities, you could measure how many employees participated in development initiatives like leadership training or tuition reimbursement.

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Human resource (HR) strategy maximizes the potential of an organization’s human capital so it can achieve its broader business objectives. For some employers, however, transitioning HR from a purely transactional function to a strategic one can be challenging. But considering the competitive advantages enjoyed by talent-driven organizations, it’s an obstacle worth overcoming.

What is an HR strategy?

HR strategy is a roadmap for solving an organization’s biggest challenges with people-centric solutions. This approach requires HR input during policy creation and elevates the importance of recruitment , talent management , compensation, succession planning and corporate culture.

Why is HR strategy important?

Without strategy behind it, HR remains an administrative function and business growth may be hindered. Consider, for instance, two different companies that would like to expand into new markets.

One of them is strategic and gives HR a seat at the table from the very beginning. It researches locations that would be the most advantageous from an employment standpoint and then develops a long-term plan for networking highly-qualified, passive candidates in the chosen regions.

The other company takes transactional approaches to solving problems. Instead of including HR in its expansion discussions, it delegates a hiring manager to recruit candidates without knowing if the desired talent exists in that market or if the employment rules add a significant number of unexpected obstacles.

As the first example shows, when HR is involved and integrated at many levels of an organization, it can create a powerful advantage.

How to create a human resource strategy

Creating an HR strategy means taking a hard look at an organization’s strengths, weakness, opportunities and threats – a process also known as a SWOT analysis. Every business is different, but most follow these steps:

• Understand the business and its objectives Talk to people throughout the organization to gain a full understanding of the business’s past achievements, the products or services that it offers today, and what it hopes to accomplish in the future.
• Evaluate employee skillsets Review employee performance, resumes, project history and continuing education to assess the collective workforce skill level.
• Conduct a gap analysis Determine if employees have what they need to maximize their productivity or if investments in additional resources are necessary.
• Assess talent strategy Regularly auditing compensation, benefits, work environments and employee engagement can help employers compete for new talent and retain valued workforce members.
• Develop existing employees If any employees appear ready for new challenges or have skills outside their current role, create a development plan that will allow them grow to with the business.
• Limit turnover Get to the root cause of why people leave an organization and create a comprehensive plan to address the problem and prevent labor shortages.
• Plan ahead for succession Knowing which employees can easily fill other positions, should they become vacant, helps lessen disruptions when someone abruptly leaves the organization.
• Rely on analytics Compensation history, turnover rates, employee engagement and other HR metrics can guide strategic decisions.
• Create a mission and vision statement Mission and vision statements summarize the HR strategy and serve as a litmus test for all policies and decisions thereafter.

What are the benefits of strategic human resources planning?

One of the primary benefits of syncing HR strategy with broader business initiatives is that it helps organizations allocate budgets in ways that will maximize their return on investment (ROI). Employers who take this approach to HR, may also be able to:

• Reduce turnover
• Improve employee engagement
• Enhance productivity
• Attract superior talent
• Enact better policies
• Minimize business disruptions

Best practices for implementing an HR strategy

Everyone has fires to put out, which is why being proactive rather than reactive in the workplace does not always come naturally. The good news, however, is that HR experts have perfected some tried and true methods for implementing strategy effectively. Best practices are to:

• Involve key stakeholders Strategy requires collaboration. HR professionals should be involved from the beginning and managers and other senior leaders should sign-off on the plan.
• Know the budget Without funds to support it, HR strategy quickly becomes pie in the sky. Focus on initiatives that realistically fit within the organization’s budget.
• Remember the basics Do not overlook administrative responsibilities in favor of strategy. A compliance violation will derail any plan, no matter how grand it is.
• Recognize transactional solutions The quickest answer to a problem may not always be optimal in the long run. Make it a habit of acting strategically in every endeavor.
• Monitor and adjust the strategy Measure the strategy’s effectiveness over time with key performance indicators (KPIs). If something’s not achieving the desired results, revise it accordingly.

Frequently asked questions

What are strategic hr functions.

Examples of strategic HR functions include compensation planning, recruitment, succession planning and employee development.

What are four human resource strategies?

• Limit transactional problem solving
• Be proactive, rather than reactive
• Provide people-centric solutions to large-scale challenges
• Connect people who can solve each other’s problems

What are the types of HR strategy?

There are essentially two types of HR strategies – those that are overarching and those that are specific. Overarching strategies apply to the management of an organization’s people as a whole, while specific strategies address subsets of HR, like talent management or recruitment.

How do you develop a strategic HR plan?

A strategic HR plan can be created by thoroughly evaluating an organization’s strengths, weaknesses, opportunities and threats. This is known as a SWOT analysis. Once employers know this information, they can create realistic goals that account for what they do well and where they need improvement .

This article offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.

ADP Editorial Team The ADP editorial team is comprised of human resource professionals with extensive experience solving complex HR challenges for businesses of all sizes.

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The new possible: How HR can help build the organization of the future

Business leaders watching their organizations experience profound upheaval because of the COVID-19 crisis may find it difficult to understand what it all means until the dust settles.

But the pandemic hasn’t afforded them, or any of us, that luxury. It has created profound and immediate changes to how societies operate and how individuals interact and work. We have all witnessed an at-scale shift to remote work, the dynamic reallocation of resources, and the acceleration of digitization and automation to meet changing individual and organizational needs.

Organizations have by and large met the challenges of this crisis moment. But as we move toward imagining a postpandemic era , a management system based on old rules—a hierarchy that solves for uniformity, bureaucracy, and control—will no longer be effective. Taking its place should be a model that is more flexible and responsive, built around four interrelated trends: more connection, unprecedented automation, lower transaction costs, and demographic shifts.

To usher in the organization of the future, chief human-resources officers (CHROs) and other leaders should do nothing less than reimagine the basic tenets of organization. Emerging models are creative, adaptable, and antifragile . 1 Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder , New York, NY: Random House Trade Paperbacks, 2012. Corporate purpose fuels bold business moves. “Labor” becomes “talent.” Hierarchies become networks of teams . Competitors become ecosystem collaborators. And companies become more human: inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable .

After the pandemic erupted last year, we spoke with 350 HR leaders about the role of uncertainty in their function. They told us that over the next two years they wanted to prioritize initiatives that strengthen their organization’s ability to drive change in leadership, culture, and employee experience.

How are they doing? In this article, we discuss ways that CHROs can continue to meet the moment by rethinking processes in three fundamental areas: identity, agility, and scalability.

How HR fits in the big picture

McKinsey has recently conducted research on how businesses can best organize for the future . The experimentation underway suggests that future-ready companies share three characteristics: they know what they are and what they stand for; they operate with a fixation on speed and simplicity; and they grow by scaling up their ability to learn and innovate.

HR can help propel this transformation by facilitating positive change in these three key areas, as well as with nine imperatives that radiate out from them (Exhibit 1).

Identity: HR can clarify the meaning of purpose, value, and culture

Companies that execute with purpose have greater odds of creating significant long-term value generation , which can lead to stronger financial performance, increased employee engagement, and higher customer trust.

Home in on the organization’s purpose

What is your company’s core reason for being, and where can you have a unique, positive impact on society? Now more than ever, you need good answers to those questions—purpose is not a choice but a necessity.

CHROs play a vital role in making sure the organization is living its purpose and values . HR can articulate and role-model desired individual mindsets and behaviors linked to purpose by identifying “moments that matter” in the company’s culture and translating purpose into a set of leadership and employee norms and behaviors.

For instance, commercial-vehicle manufacturer Scania holds an annual “Climate Day,” during which the company stops operations for one hour to hold sustainability training, in line with its purpose to “drive the shift toward a sustainable transport system.” 2 Scania Annual and Sustainability Report 2019 , Scania, scania.com.

HR can also ensure that clear changes are made to recruitment and capability-building processes by determining the characteristics of a “purpose driven” employee and embedding these attributes within recruitment, development, and succession planning.

HR can also incorporate purpose-driven metrics into compensation and performance decisions. Companies across industries have embarked on these metrics lately. For example, Seventh Generation, a maker of cleaning and personal-care products, recently built into its incentive system sustainability targets for the company’s entire workforce, in service of its goal of being a zero-waste company by 2025. Shell has plans to set short-term carbon-emissions targets and link executive compensation to performance against them.

Think deeply about talent

Organizations that can reallocate talent in step with their strategic plans are more than twice as likely to outperform  their peers. To link talent to value, the best talent should be shifted into critical value-driving roles. That means moving away from a traditional approach, in which critical roles and talent are interchangeable and based on hierarchy.

Getting the best people into the most important roles requires a disciplined look at where the organization really creates value and how top talent contributes . Consider Tesla’s effort to create a culture of fast-moving innovation, or Apple’s obsessive focus on user experience. These cultural priorities are at the core of these companies’ value agendas. The roles needed to turn such priorities into value are often related to R&D and filled with talented, creative people.

To enable this shift, HR should manage talent rigorously by building an analytics capability to mine data to hire, develop, and retain the best employees. HR business partners, who articulate these staffing needs to the executive management team, should consider themselves internal service providers that ensure high returns on human-capital investments. For example, to engage business leaders in a regular review of talent, they can develop semiautomated data dashboards that track the most important metrics for critical roles.

Create the best employee experience possible

Companies know that a better employee experience means a better bottom line. Successful organizations work together with their people to create personalized, authentic, and motivating experiences that tap into purpose to strengthen individual, team, and company performance.

The HR team plays a crucial role in forming employee experience. Organizations in which HR facilitates a positive employee experience are 1.3 times more likely to report organizational outperformance, McKinsey research has shown . This has become even more important throughout the pandemic, as organizations work to build team morale and positive mindsets .

HR should facilitate and coordinate employee experience. Organizations can support this by helping HR evolve, strengthening the function’s capability so that it becomes the architect of the employee experience. Airbnb, for instance, rebranded the CHRO role as global head of employee experience. PayPal focused on HR’s capability and processes to create a better experience for employees, including coaching HR professionals on measuring and understanding that experience, and using technology more effectively.

Strengthen leadership and build capacity for change

Culture is the foundation on which exceptional financial performance is built. Companies with top-quartile cultures (as measured by McKinsey’s Organizational Health Index ) post a return to shareholders 60 percent higher  than median companies and 200 percent higher than those in the bottom quartile.

Culture change should be business-led, with clear and highly visible leadership from the top, and execution should be rigorous and consistent. Companies are more than five times more likely to have a successful transformation  when leaders have role-modeled the behavior changes they were asking their employees to make.

To strengthen an organization’s identity, HR should ask the following questions:

• How can we develop an energizing sense of purpose that has a tangible impact on our strategic choices and ways of working?
• How can we identify key talent roles and focus them on creating value?
• How can we build a data-driven, systemic understanding of our organizational health?

Agility: HR’s role in flattening the organization

Organizational agility improves both company performance and employee satisfaction . HR can be instrumental in shifting an organization from a traditional hierarchy to a marketplace that provides talent and resources to a collection of empowered small teams, helping them to achieve their missions and acting as a common guiding star.

Adopt new organizational models

For instance, as a part of a multiyear agile transformation, a large European bank worked to establish an in-house agile academy led jointly by coaches and the HR function to drive capability building for the transformation.

To be successful, a transformation should touch every facet of an organization—people, process, strategy, structure, and technology. HR can help create an iterative approach by developing core elements of the people-management process, including new career paths for agile teams, revamped performance management, and capability building. It should lead by example as well, by shifting to agile “flow to work” pools  in which individuals are staffed to prioritized tasks.

Create a flexible—and magnetic—workforce

Because many roles are becoming disaggregated and fluid, work will increasingly be defined in terms of skills . The accelerating pace of technological change is widening skill gaps, making them more common and more quick to develop. To survive and deliver on their strategic objectives, all organizations will need to reskill and upskill significant portions of their workforce over the next ten years.

According to a 2018 McKinsey survey , 66 percent of executives said that “addressing potential skills gaps related to automation/digitization” within their workforces was at least a “top ten priority.” HR should help prioritize these talent shifts.

In a more recent survey McKinsey conducted with global executives  about the postpandemic workforce, more than a third of respondents said that their organizations were unprepared to address the skill gaps exacerbated by automation and digitization. The shift to digitization has accelerated during the pandemic: 85 percent of companies have picked up the pace of their digitization (including a 48 percent rise in the digitization of customer channels). In light of these trends and the need to shift skills, there is a clear business rationale behind workforce strategy and planning.

HR should be a strategic partner for the business in this regard, by ensuring that the right talent is in place to deliver on core company objectives. HR can also drive workforce planning by reviewing how disruptive trends affect employees, identifying future core capabilities, and assessing how supply and demand apply to future skills gaps.

Moving to a skills focus also requires innovative sourcing to meet specific work-activity needs (for example, the gig economy and automation), and changing which roles companies need to source with traditional full-time-equivalent positions and which can be done by temporary workers or contractors. In the survey with global executives, about 70 percent said that two years from now they expect to use more temporary workers and contractors than they did before the COVID-19 crisis.

During the pandemic, we’ve seen how organizations have come together to utilize talent with transferable skills. For instance, McKinsey has supported Talent Exchange , a platform that uses artificial intelligence to help workers displaced by the crisis.

Make better decisions—faster

Companies that make decisions at the right organizational level  and that have fewer reporting layers are more likely to deliver consistently on quality, velocity, and performance outcomes and thus outperform their industry peers. The pandemic has trained the spotlight on the power of fast decision making, as many organizations have had to move dramatically more quickly than they had originally envisioned. For example, one retailer had a plan for curbside delivery that would take 18 months to roll out; once the COVID-19 crisis hit, the plan went operational in just two days.

HR can help with strong decision making by empowering employees  to take risks in a culture that rewards them for doing so. McKinsey research revealed that employees who are empowered to make decisions and who receive sufficient coaching from leaders were three times more likely to say that their companies’ delegated decisions were both high quality and speedy .

Introduce next-generation performance management

Companies are experimenting with a wide variety of approaches to improve how they manage performance. According to a McKinsey Global Survey , half of respondents said that performance management had not had a positive effect on employee or organizational performance. Two-thirds reported the implementation of at least one meaningful modification to their performance-management systems.

We identified three practices—managers’ coaching, linking employee goals to business priorities, and differentiated compensation—that increase the chances that a performance-management system will positively affect employee performance. HR plays an important role in embedding these practices in performance management by supporting the goal-setting process, decoupling the compensation and development discussion, investing in manager’s capability building, and embedding technology and analytics to simplify the performance-management process.

To strengthen an organization’s agility, HR should ask the following questions:

• Can we enable more effective decision making by pushing decisions to the edges of the organization, creating psychological safety  that empowers people, and building capabilities?
• How do we accelerate the shift to a more diverse and deeply motivated talent base, one that is supported through a human-centric culture that enables outperformance and superior experience?
• Which organizational areas or end-to-end value-creation streams would most benefit from a shift to new ways of working and organizing?

Scalability: How HR can drive value creation

The new normal of large, rapidly recurring skills gaps means that reskilling efforts must be transformational, not business as usual or piecemeal.

Lean into a learning culture by reskilling and upskilling

Effective reskilling and upskilling will require employees to embark on a blended-learning journey that includes traditional learning (training, digital courses, job aids) with nontraditional methods (enhanced peer coaching, learning networks, the mass personalization of change , “nudging” techniques).

For instance, Microsoft shifted from a “know it all” to a “learn it all” ethos, incorporating open learning days, informal social learning opportunities, learning data for internal career paths, and new platforms and products for its partner network.

Memo to HR: Look in the mirror

To drive and facilitate these workforce initiatives, HR must transform itself first. Talent is consistently ranked as a top three priority for CEOs, yet many lack confidence in HR’s ability to deliver. 3 Dominic Barton, Dennis Carey, and Ram Charan, “People before strategy: A new role for the CHRO,” Harvard Business Review , July– August 2015, Volume 93, Number 7–8, pp. 62–71, hbr.org. The HR function is often overburdened with transactional work and not well equipped to create value for the enterprise.

Yet people-first organizations look at business problems from the perspective of how talent creates value, and HR is well positioned to bring data-driven insights to talent decisions. HR can arm itself with data-driven insights and people analytics to support talent-driven transformation, and HR business partners can then consistently make talent decisions based on data.

Create a value-enhancing HR ecosystem

McKinsey analysis has shown that a preponderance of executives recognize how much external partnerships help companies differentiate themselves. Increased value can be created through ecosystems where partners share data, code, and skills. Success now requires “blurry boundaries” and mutually dependent relationships to share value. The need of the hour is for HR to collaborate on and leverage the landscape of HR tech solutions across the employee life cycle—from learning, talent acquisition, and performance management to workforce productivity—to build an effective HR ecosystem.

To strengthen an organization’s scalability, HR should ask the following questions:

• How can we set up platforms spanning multiple players in the ecosystem and enable new sources of value and employee experience through them?
• How can we become the best company to partner with in the ecosystem? How can we set ourselves up for fast partnering and make the ecosystem accessible?
• What are the critical skills that drive future value creation and how can we upskill our talent base accordingly?

Looking ahead: How transformation happens

As the organization of the future takes shape, HR will be the driving force for many initiatives: mapping talent to value; making the workforce more flexible; prioritizing strategic workforce planning, performance management, and reskilling; building an HR platform; and developing an HR tech ecosystem. For other initiatives, HR can help C-suite leaders push forward on establishing and radiating purpose, improving employee experience, driving leadership and culture, and simplifying the organization.

Given the magnitude of the task and the broad portfolio of value-creating HR initiatives, prioritization is critical.

In May of 2020, HR leaders attending a McKinsey virtual conference indicated that over the next two years, they wanted to prioritize initiatives that strengthen agility and identity. That included 27 percent who said that they would focus on responding with agility and 25 percent who prioritized driving leadership, culture, and employee experience. Next came mapping talent to value and establishing and radiating purpose, each at 13 percent (Exhibit 2).

At a second conference for HR leaders, 4 Survey of human-resources leaders at “Reimagine: Organizing for the future,” a McKinsey virtual conference held in June 2020. about half of the assembled CHROs said that they were focusing on reimagining the fundamentals of the organization and rethinking the operating model and ways of working in the next normal.

We see organizations making this shift. Throughout the pandemic, HR has played a central role in how companies build organizational resilience and drive value . CHROs and their teams can continue on this path by connecting talent to business strategy and by implementing changes in the three core areas of identity, agility, and scalability, as well as the nine imperatives that flow from them.

A more flexible and responsive model will also help organizations meet coming demographic shifts and other workforce changes. Millennials are becoming the dominant group in the workforce (with Gen Z close behind), creating novel challenges for organizations to meet their needs. The prominence of the gig economy and alternate models of working will only grow, with 162 million workers in the European Union and the United States working independently— 70 percent of them by choice . And the rapid spread of digital technology and automation is dramatically reshaping the global economy, with half the tasks people perform already automatable today.

These trends are not new, but they are approaching tipping points, placing organization at the top of the CEO agenda. CHROs can help leadership by transforming their own HR organizations: developing and reinforcing clear priorities; embracing new ways of working, including rapid iteration and testing with the business and seeking explicit feedback; and revamping the HR skill set by embracing agility and digital capabilities.

While clearly a trial by fire, the pandemic also provides an opportunity for HR to accelerate its shift from a service to a strategic function, helping to shape a more dynamic organization that is ready to meet the postcrisis future.

Asmus Komm is a partner in McKinsey’s Hamburg office, Florian Pollner is a partner in the Zurich office, Bill Schaninger is a senior partner in the Philadelphia office, and Surbhi Sikka is a consultant in the Gurugram office.

The authors wish to thank Talha Khan for his contributions to this article.

This article was edited by Barbara Tierney, a senior editor in the New York office.

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13 Useful Presentation Topics for Human Resources

By: Author Shrot Katewa

As an HR head, you might be invited to many forums, conferences, and board rooms to discuss burning topics that are being debated within your community.

We think there is surely room for more and more presentations to be made and points to be discussed within this space. So, today we share with you some ideas that you can read, discuss and develop for your next PowerPoint presentation.

So, let’s dive right into the topics directly –

A Quick Note Before We Begin – if you want to make jaw-dropping presentations, I would recommend using one of these Presentation Designs . The best part is – it is only $16.5 a month, but you get to download and use as many presentation designs as you like! I personally use it from time-to-time, and it makes my task of making beautiful presentations really quick and easy!

1. Employee well-being

The role that employee health and well-being play in the success of an organization is something that cannot be doubted. Yet, we do not see enough debate around how a healthy body and mind is good for business as well.

Using this topic we would encourage HR heads, students, and professors to discuss how such policies with respect to employee well-being should be framed, how business functions should be rewarded for promoting employee well-being.

It would be a great topic for starting an organizational behavior discussion as well. 

2. Digitalization in HR practices

We all acknowledge that the digitalization of processes and systems is something no function can escape from – including HR. Do you agree that technology has a role to play in HR? Or do you believe that the role of the ‘human’ here is more important to focus on than automation of HR practices?

Either way, this is a great topic to take off from and talk about how HR as a function has been impacted by technology over the years, and what possibly will it look like 5 to 10 years hence.

3. Role of Employee Mental Health

A goal-focused approach, having a mindset for success, an enhanced focus for better productivity — these are aspects that many a time we talk to employees about. However, how do you develop a healthy mind that is not stressed and anxious? A mindset that actually wants to succeed but isn’t feeling pressured.

We think HR departments have a great opportunity in expounding on the critical need for investing in mental health and providing good counseling opportunities across levels. A great presentation topic at any forum for sure!

4. Importance of Learning and Development

Now, this has always been a top favorite amongst HR practitioners.

There is no doubt that the need to learn and upskill employees is a crucial aspect in today’s ever-increasing VUCA world. Globalization has ensured that one can learn both online and offline from experts.

It would be interesting to showcase your thoughts and present how training resources are being assigned. The presentation can also include how HR teams are adapting to the ever more nuanced learning needs of their people.

5. Dispute Resolution among Employees

We are human and so it is obvious that there shall be disagreements. In fact, disagreements are often encouraged to ensure that good ideas on the table become even better! We see HR heads presenting this topic with examples and anecdotes from their work lives.

Also, as a presentation topic, it can extend to offline case studies that can be discussed event after a workshop. There is a possibility that at times you have seen that a dispute is highly subjective – for example when it comes to interpretation say of a gesture, culturally it can be a genuine mistake.

So go ahead make this presentation topic as engaging and interactive as you like it!

6. Secrets of a Happy Workplace

We all want to work at an organization where we feel motivated, engaged, and safe. However, what goes behind in building and maintaining such a happy workplace?

Is it when you have an employee-first approach or is it when it is about a customer-first approach? Do HR and management value the same thing?

These are all pointers that we think your PowerPoint presentation can touch upon. There is enough research out there that supports both points of view. So go happy presenting!

7. How to Attract Millennials to your Workplace?

Now, this is another great presentation topic – and one that many people would like an answer to!

Millennials have a reputation that they are either too distracted or disloyal to stick to an organization. However, recent surveys suggest that all they need is a purpose-driven organization. If they can identify with your cause, they actually are quite a loyal bunch!

As an HR practitioner your role in attracting and retaining such talent, and the role of the CEO in providing this enabling environment can well be a good presentation topic for your next HR board meeting.

8. Creating an Engaged Workforce

Engaged workforce as a presentation topic works very well at all levels.

You have an opportunity over here to talk about a variety of aspects that go into engaging your workforce such as progressive and inclusive policies, diversity management, the role of sports, off-sites, etc.

You might want to stress certain productivity numbers that the industry has experienced when working with an engaged workforce. We believe that this topic can go as niche or wide as you would prefer.

9. Open Offices – boon or bane?

HR teams across the world have often been sold the concept of open offices over closed cabin environments.

It seems logical that the more open the office, the less the hierarchy. Yet does that also mean more distraction, less productivity?

This is a presentation topic that can help you open up a lot of room for an active discussion with your audience. Is there a formula for success to open offices? Why do some industries or sectors have more success w.r.t to these open formats?

Again as an HR head or student, you would have unique experiences that will make for a great presentation.

10. Encouraging a work-life balance at a startup

Start-up culture is something that still is a hot topic at most HR seminars. It is usually this unique time in an organization where the organization is still figuring out what suits its employees best.

HR professionals can use this PowerPoint presentation topic to both share and invite ideas on how work-balance can be maintained, and what is needed in their organizations as they move along the growth curve.

11. Employee Volunteering – Role of HR or CSR?

Another great topic is the role volunteering plays in an organization and which team really needs to front this. Since Corporate Social Responsibility teams are often merged with the Communication teams there can be a difference in the approach.

HR heads have an opportunity here to dissect their role as employee engagement custodians and how & if they see volunteering as part of this mandate.

12. Importance of an Ethics Committee

Do you need an ethics committee for your organization? Usually, well yes! However, is the firm at too nascent a stage for such a ‘committee’? Can it work via an ombudsperson? Do you need a formal whistle-blower policy?

All these topics can come together within this presentation topic and make it worthy of a discussion across board rooms. We believe that HR heads have another great topic here for making their voice heard!

13. Job Rotation and its contribution to Employee Growth

The industrial revolution showcased how employee productivity grew if people repeated a task often. It was stated that this reduced the chances of errors and in fact, is what led to the whole 6 sigma quality and productivity concept. Yet, is this concept relevant now?

As an HR head you can ponder on why this has worked but even how in this digital age, and reducing attention spans, employees are seeking to learn new skills.

Your presentation can cover how job rotation can lead to, for example. better talent development and retention. Worth your time! 

So there you have it. There is a lot to talk about when we need to share something useful on human resources. I would like you to consider these topics only as a conversation starter and build up from the brief pointers that we have mentioned. I also hope that you find the above topics really something that you can use and is effective in your business setting. Do let us know your thoughts in the comments below.

Our goal on this blog is to create content that helps YOU create fantastic presentations; especially if you have never been a designer. We’ve started our blog with non-designers in mind, and we have got some amazing content on our site to help YOU design better.

If you have any topics in mind that you would want us to write about, be sure to drop us a comment below. In case you need us to work with you and improve the design of your presentation, write to us on [email protected] . Our team will be happy to help you with your requirements.

Lastly, your contribution can make this world a better place for presentations . All you have to do is simply share this blog in your network and help other fellow non-designers with their designs!

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HR Specialist, Culture and Engagement

People and Culture Group

The People and Culture Group (PCG) drives the right culture and working environment in UNOPS by enabling UNOPS to deliver on its strategic intention through:

embedding of UN core values and standards;

developing fit-for-purpose People & Culture standards, policies, systems and platforms; and,

creating an optimal working environment in which personnel are able to flourish and perform at the highest level to achieve UNOPS’ mission.

The HR Specialist, Culture & Engagement contributes to the design and implementation of people engagement and other continuous listening tools which foster a high-engagement work environment at UNOPS. 

Reporting to the Head of Organization Culture & Engagement, the HR Specialist plays a critical role in building capacity and competence among leaders, supervisors and personnel to interpret survey feedback, engage in meaningful conversations, and co-create insight-driven action plans that can be owned and delivered at individual and team levels.

In performing their duties, the HR Specialist, Culture & Engagement brings deep subject matter expertise in culture, employee engagement, employee experience, and (ideally) people analytics.

The role is full-time, may be home-based, Copenhagen/HQ-based, or based in any of UNOPS Regional Office locations - in Nairobi, Geneva, Bangkok, Amman, or Panama City. Where the role is home-based or based in one of UNOPS Regional Office locations, the incumbent may be required to travel as and when required.

Summary of functions:

Culture & Engagement Survey Strategy 

Project Management

Data Analysis and Action Planning

Knowledge Sharing and Capacity Building

Co-design the UNOPS Culture & Engagement Survey and other continuous listening tools and practices to support UNOPS’ strategic goals and ongoing culture transformation.

Support the Head of Organization Culture & Engagement to deliver executive consulting sessions on people engagement results and action planning sessions.

Conduct assessments on emerging issues and opportunities related to people engagement and organization culture at UNOPS.

Support organizational leaders at global and regional/ country levels to develop and deliver key messages related to engagement and culture.

Collaborate with HR leads and focal points at global, regional and country levels to co-create and implement relevant Culture and Engagement approaches and methodologies.

Work with the People and Culture leadership team to ensure that all people engagement activities and initiatives are aligned to functional and organizational strategies.

Support change management and culture transformation efforts by guiding and leading culture ambassadors across different regions. Develop and facilitate training on people engagement and organization culture at global, regional and country levels.

Collaborate with the Communications Group (CG) on communication and other relevant campaigns aimed at fostering engagement and ownership around the organization’s core values.

Manage the delivery cycle for the UNOPS Culture & Engagement Survey, from preparation of respondents’ data through delivery of the survey to presentation of results and facilitation of action planning across multiple stakeholders in the organization.

Define project timelines, milestones, and deliverables in collaboration with the various stakeholders. Monitor progress and ensure that activities are completed within established deadlines.

Identify opportunities to enhance the effectiveness and efficiency of the Pulse Survey program. Recommend and implement process improvements as needed.

Oversee the contractual agreements with the service provider responsible for conducting the pulse survey, ensuring adherence to contractual terms, monitoring service delivery for quality assurance, and promptly addressing any performance issues or concerns that may arise.

Monitor project budget, service hours, and administrative procedures to ensure compliance with the contractual agreement with the service provider.

Provide direction and oversight to external consultants and vendors as necessary.

Analyze survey data to identify trends, insights, and areas for improvement. 

Prepare required comprehensive reports and presentations to communicate findings to senior management and relevant stakeholders.

Review presentations prepared by the service provider, ensuring data accuracy and providing feedback and recommendations for improvement.

Create speaking notes to accompany presentations as necessary.

Lead the dissemination of survey results, working closely with the service provider to ensure excellence in delivery standards. Collaborate with internal stakeholders to interpret results and facilitate discussions to drive actionable insights.

Facilitate action planning sessions with local and regional teams to develop strategies and initiatives based on survey results. Provide guidance and support to ensure the successful implementation of action plans.

Develop and facilitate engagement activities and initiatives post-survey to enhance personnel experience and empower management, fostering a culture of continuous improvement..

Develop, define and monitor robust KPIs for measuring the quantitative and qualitative impact of the organization’s people engagement strategy as implemented.

Establish close working relationships with leaders, supervisors and personnel across functions and geographies in order to proactively identify and prioritize engagement issues, develop solutions to address such issues and provide feedback to relevant stakeholders.

Contribute to the dissemination and sharing of knowledge, best practices and lessons learned on people engagement and organization culture across the HR community in UNOPS, e.g. through webinars, written communications, and practical support.

Stay updated on industry trends and best practices in employee engagement, employee experience and organization culture, and propose innovative approaches to improve data analysis and reporting capabilities.

Master’s degree or equivalent in Business Administration, Human Resources, Organizational Psychology, Behavioral Science, or related field.

As a substitute to the requirement of a Master’s degree, at least seven (7) years of relevant experience combined with a Bachelor’s degree (or equivalent) in any relevant discipline.

Globally recognized professional accreditation, such as CIPD or SHRM, together with a Bachelor’s degree (or equivalent) in any relevant discipline and seven (7) years of relevant experience will also be considered as a substitute for the requirement of a Master’s degree.

Minimum of five (5) years experience in the design and delivery of employee engagement surveys and other employee listening tools, preferably within management consulting, analytics and advisory firms specializing in employee opinion/ engagement surveys, and/or the HR/ People function of international organizations made up of a globally distributed workforce is required.

Sound knowledge of leading employee engagement and employee experience principles and practices is required.

Full working knowledge of English is required.

Knowledge of another official UN language is an asset.

Please note that UNOPS does not accept unsolicited resumes.

Applications received after the closing date will not be considered.

Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.

UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures,  languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce. 

Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.

We would like to ensure all candidates perform at their best during the assessment process.  If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

Terms and Conditions 

All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.

It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

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