Basically, this research aims to clarify the true meaning of the concept of strategic
planning for human resources by highlighting the cases or roles that shape the orientation
and general direction of the importance and status of the role played b
y the process of
implementation or configuration strategy of human resources in the organization of the
hierarchy strategy map.
A qualitative approach that focuses inherently to discovering meaning has been used,
giving explanations and describing the situation, phenomenon, and problems, rather than
interpreting certain results. Through an extensive literature survey of the characteristics of
human resources strategy in the organization and the process of deepening the concepts,
this research shows the following:
• Terms of the process of strategic planning for human resources are realized when
the implementation or configuration of human resources strategy is done, as a final
strategy, at the level of the organization as a whole, which must adapt to and be supported
by all the other strategies of the organization.
• We call the procedures for the implementation and configuration strategy for
human resources in the organization at the operational level supportive strategies adapted
to the requirements of a competitive business strategy in the organization by "Strategic
Steering of Human Resources”.
• As for the concept of strategic human resource planning, it is the process of
expressing private strategy formulation process of human resource planning as one of the
functions of traditional human resource management at the tactical level within the context
of the organization's strategic perspective as a whole.
