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Strategy can be said to be the comprehensive master plan of how an organisation will achieve its mission and objectives. Its core function is to maximise competitive advantage and minimize competitive disadvantage. Organisations usually adopt three types of strategy simultaneously:

Corporate Strategy: The overall direction of the company, usually growth, stability or retrenchment

Business Strategy: Also referred to as competitive strategy. It defines how the organisation chooses to compete in its identified and targeted market (Johnson et al, 2008) and the bases of its competitive advantage which could be one of 3 types based on Treacy and Weircema (cited in Gubman, 1998) or Porter's generic strategies (Wheelen and Hunger, 2010):

Operational efficiency or Cost Leadership - low-cost, reliable and easy to use products and services

Product Leadership or Differentiation - leading edge products

Customer Intimacy or Focus - Highly customised or bespoke solutions

Business strategy also defines which markets the company chooses to compete.

Functional/Operational Strategy: This refers to the approach and activities by the functional areas (e.g. Marketing, Human Resource, Information Technology (IT), and Finance) of the business to utilise resources in order to achieve the business strategy and thus the corporate strategy (Wheelen and Hunger, 2010). These resources could be financial, physical, people e.t.c. The focus in this paper is on people/human resource. Figure 1 illustrates the hierarchical relationship of the three strategies.

Figure : Hierarchy of Strategy

Adapted from: Wheelen and Hunger, 2010: 68

人力资源和策略——HR and Strategy

The HR function permeates all levels of the business based on people being the implementers of strategy whether it is in production, R & D, operations, marketing, finance or even HR itself. It is thus imperative that HR strategy be thoroughly aligned with the strategies of all the functional areas, the business and the corporate strategy.

Figure 2 is the author's illustration of this fit and is used to show the complexity of the HR function and how it must of necessity work hand in hand with management and every other functional area of the organisation.

Figure : Support function of Human Resources in an organisation

It therefore follows that the knowledge and experience of the people in an organisation can be the critical success factors enabling the success or the failure of its strategy (Kevan Scholes cited in Leopold et al, 2005). Sartain and Finney 2003, posit that people are the drivers of business success. These people have to be the right people, in the right roles, at the right time (Chambers et al., 1998). This is the basis for what is now termed Talent Management concerned with recruiting, developing and retaining talent. Employer branding is a key component of talent management .It is the means by which organisations seek to attract and retain talent.

人才管理:雇主品牌的前兆——Talent Management: The Precursor to Employer Branding

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