1. Developing a strategy
   1. Allocate responsibility for strategy development
   2. Clarify organisational mission
   3. Explore core organisational identity and values
   4. Carry out SWOT or STEEPLE analysis to identify the strategic issues facing the organisation
   5. Agree an L&D strategy
   6. Produce a strategic plan.
   7. Harrison (2009)
2. Strategy as a number of professional ‘choices’
   1. Approach to learning:
      1. Determining key principles and learning philosophy, constraints and requirements (e.g., professional and regulatory).
   2. Populations:
      1. Who, how many, how are they differentiated (are certain groups selected for focused effort, e.g., an exclusive talent approach?).
   3. Methodologies and processes:
      1. Detailed approaches for clarifying and assessing learning needs at both an overall strategy level and from an operational perspective – how do these fit with other HR policies and practices (such as performance management)?
   4. Resources and funding:
      1. The range of resources required to successfully generate the benefits arising from the selected strategy.
   5. Marketing and communication:
      1. How HRD will be sold to the organisation.
   6. Monitoring and evaluation.
   7. Mayo (2004)
3. Process orientation to HRD strategy -Data-driven approach
   1. Situated firmly within an economic perspective, the CIPD suggests the key questions to ask are ‘how can we enable our people to help us in achieving sustainable growth, and how do we know it’s working?’ (2014a, p. 18).
   2. Framing
      1. Identify the human capital question/problem to be answered/tackled
      2. Establish the data requirements, type and their sources.
      3. Collect and analyse the data
   3. Analysing
      1. The ‘revealing’ of initial patterns in data, which involves showing the business something it cannot already see.
      2. The ‘enhancement’ of data in terms of deeper analytical thinking and, if required, additional data sources to provide insights on issues the business did not already know
      3. And ‘modelling’ different strategic human capital plans to provide foresight, enabling the business to make better decisions that impact on strategy and results the business was previously unable to make.
   4. Evaluating
      1. A tool for diagnostic assessment highlighting possible areas for improvement/value-creation.
      2. As a recurring measurement activity which could ultimately be built into human capital strategy and the wider organisation’s core planning processes.
      3. Ultimately a tool for evaluating the direction and progress of human capital strategy and the location of value within the business.
   5. Situated firmly within an economic perspective, the CIPD suggests the key questions to ask are ‘how can we enable our people to help us in achieving sustainable growth, and how do we know it’s working? - CIPD: 2014a, p. 18
4. Competency framework - Ciardy. 2008, p. 187
   1. Roles 1.
      1. Inform the strategic planning proces
         1. Actions
            1. Provide educational resources about strategy and core competency
            2. Provide learning opportunities to evaluate the potential for core competency-based strategy
            3. Core competency assessment through competitive intelligence.
            4. Analysis and assessment for strategic decision.
   2. Roles 1.
      1. Identify and describe core competencies
         1. Actions
            1. Study and codify core competencies using various mapping and asessment procedures.
            2. Inventory current competency skills
            3. Ethnographic (customs, habits, and mutual differences) study of collective competency informal learning process.
            4. Enhance social capital of the organization through network promotion, rituals, identity, relationships, reflective practices.
            5. Encourage leaming at advanced levels and/or in diverse fields
            6. Develop a culture that appreciates innovation entrepreneurship and risk-taking
   3. Roles 3.
      1. Protect core competencies
         1. Actions
            1. Complicate and elaborate leaming and development practices.
            2. Tightly couple the performance management system.
            3. Pay special attention to core competency amplifiers.
            4. Embed culture with rituals and values.
            5. Provide ongoing skills maintenance and enhancements for groups and teams.
            6. Increase employee identification with, and loyalty to the company.
            7. Encourage the formation and development of new competencies.