Live and Learn? Insights Gained in Strategic HR

One bright sunny day in 2008, I proudly walked into a meeting room holding a brightly colored binder labeled “Performance Management 2.0.”

I spent weeks crafting a new performance review process that was going to revolutionize the way we gave feedback. No more awkward once-a-year sit-downs. No more generic checkboxes. Just honest, frequent, meaningful conversations.

At least, that was the dream. 
The reality? Panic. Widespread panic.

I might as well have walked in holding a binder labeled “Big Brother Is Watching.” Morale dipped faster than my caffeine levels at 3 PM. Turns out, people don’t love surprise changes – especially ones that can seem like leadership will now grade them like a middle school science project.

Hard-won truth: “Live and learn” is great for cooking pasta or assembling IKEA furniture. In HR? A bit more strategy goes a long way.

Strategic Planning Isn't a "Nice to Have"

I’ve come to believe that strategic planning in HR is essential, not just something to work on when you have extra time.

Without a strategic plan, you might, for example, develop an “Extensive Training Program” where you spend a small fortune on learning modules that were supposed to upskill the whole company. The issue? The training was about as relevant to most jobs as a yodeling course would be to a truck driver.

Cue the crickets.

So what's the takeaway here?

Strategic Human Resources: The Must Haves

Beyond identifying functional strategies, here’s what the successful HR strategic playbook actually includes:

• Clear Communication: If no one knows what’s going on, no one is going to buy into the idea. Communication isn’t a “send one email and hope for the best” kind of deal. It’s ongoing, honest, and (hopefully) human.
• Tailored Solutions: One-size-fits-all works for ponchos and not much else. HR initiatives need to meet people where they are – what works for Accounting might not fly with the Sales team.
• Consistent Implementation: If Department A does one thing and Department B does another, we’re not being “agile” – we’re being confusing. A solid, repeatable structure matters.
• Employee Involvement: People want to be part of the conversation, not just the recipients of a new mandate. Involve employees early and they’ll help steer the ship instead of jumping off it.

It is true that trial and error can be a rite of passage, but when it comes to people strategies, planning ahead isn’t just smart – it’s respectful. HR has the power to influence company culture, performance, and retention. It’s not a ‘superpower’ but it’s pretty close.

So next time you feel inspired to launch “Employee Engagement 3.0” without reviewing different perspectives and without any pre-communication, you may want to hold a few strategy sessions first.

And definitely leave the binder at home.