Abstract
Abstract The present paper pleads for the awareness of HR strategy importance, in terms of proper design and implementation, as they definitely could impede or sustain the development of an organization. By making use of G.VALI, the model of organizational culture dynamics, we look for revealing the impact that (non-)existence of HR strategy, its alignment and coherence could have on the organization success. As proven by human experience, all types of strategies could work and be effective in certain conditions. Even more, no one can say that one strategy is better than other. However, in the same way, there is no guarantee of some strategies success. In this light, the difference lays in the handy and clever interlock of the country specific advantages and firm (-tobe) specific advantages. For achieving this specific aim, vertical (alignment) and horizontal (coherence) integration of each functional strategy must be ensured.
Highlights
We pass an intriguing time of information overabundance always available to anybody
Starting from the idea that any organization, irrespective of its complexity, behaves as an adaptive compex system (Forrester, 1999, p.9), we repel the perception of the organizational culture as a static element meant to only assure tradition and continuity within an organization, and we hereby advocate the necessity of continuously guard the alignment and coherence of the HR strategy
As the organization flails about in the absence of a clear, coherent and consistent generic strategy, dashing off in one direction after another as opportunities present themselves, and never achieving a great deal, the same happens in the case of HR strategy: the organization will become just a congeries of human typologies, having difficulty in understanding each other and in achieving common ground
Summary
We pass an intriguing time of information overabundance always available to anybody. As a society, we still record rather over-qualified labor force, due to the general habit of looking for at least the bachelor degree, and to the numerous universities striving for survival on the market, and enrapturing and attracting the highschool graduates.As hiring opportunities, after years of distraction, we presently undergo a process of job requirements standardization, the focus being on the soft skills that 20-30 years ago used to be disregarded. Even if there is a propensity of superior managerial staff towards capitalization of strategic thinking at the overall business level, when it comes about its downward spread by means of functional strategies that compose it, both enthusiasm and awareness lose ground. Unless they somehow implement coherent functional strategies aligned to the generic business strategy, both already functioning companies and start-ups with great potential could be deprived of their best outcomes
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