1.3 CLC Strategic Plan Template

HR STRATEGIC PLAN TEMPLATE
CEB Corporate Leadership Council
© 2015 CEB. All rights reserved

Version: X.X Last modified: <insert date format: DD Month YYYY>
CONFIDENTIAL OR CONFIDENTIAL-RESTRICTED <Delete as appropriate>
How To Use This Template
This template will help you document the key components of your HR strategy. Please refer to the table below
to identify the tools and templates from the accompanying how-to-guide that will serve as inputs and help
you populate this template.
Page Number Page Title Data Source Tool

5 Strategic Business Goals For 20XX • Line Leader Interview Guide
• Business Strategy Summary Template
6 Trends That May Affect Functional Strategy External Forces Assessment Tool
7 Likely Truths And Critical Uncertainties 20XX–20XX External Forces Assessment Tool
8 Current State of the Workforce HR Metrics Generator and Review Template
9 Critical Capabilities to Support Business Goals Capability Heatmap Template
11-12 High Priority Improvement Areas Functional Maturity Diagnostic
13 Line Leader Feedback Business Alignment Tool
16 HR Objectives for 20XX Objectives Definition Template
17 Initiatives To Achieve HR Objectives Initiative Prioritization Tool
19 20XX Performance Scorecard Metrics Selection Tool
20 Resource Requirements for 20XX Cost Estimation Template
21 Risk Heat Map Risk Assessment Tool
22 Strategy Review Triggers Strategy Triggers Template
24 Strategy Communication Plan Communication Plan Template

2 Version: X.X Last modified: <insert date format: DD Month YYYY>
Executive Summary: HR Strategy For 20XX
Statement of HR Strategy: [Clear and concise statement that summarizes key Functional objectives]
State of HR in 20XX Top Urgency Drivers State of HR in 20XX

1. [Driver]
2. [Driver]
Top 5–7 Metrics Describing Top 5–7 Metrics Describing
the Initial State 3. [Driver] the End State
• [Metric] [Current State] • [Metric] [Target]

Top 5–7 Functional Initiatives
1. [Functional Initiative]
• [Metric] [Current State] 2. [Functional Initiative] • [Metric] [Target]
Top Underlying Beliefs and Assumptions
1. [Assumption]
2. [Assumption]
3. [Assumption]
4. [Assumption]

Roadmap
Implications of HR Capability HR Action Plan Communication

Business Gaps for 20XX Plan
Strategy

Strategic Business Goals For 20XX
Our business
strategy for 20XX is Business Goals Description
focused on meeting
the following goals. 1. Example: Drive top- • Example: Design and implement best-in-class sales
[Customize key line growth through processes that drive revenue growth.
message for the higher share of wallet • Example: Improve the selling skills and capabilities of
from key account sales staff.
slide.]
2. [Business Goal] • [Description]
• Supporting details
in sentence format.
Delete if
unnecessary. 3. [Business Goal] • [Description]

Trends That May Affect HR Strategy
There are [insert • Example: Increased consolidation in the industry may

number of trends] Competitive require dedicated due diligence and integration
key trends that may support.
affect HR strategy in
the short to medium
term. [Customize • Example: Stagnant growth may result in continued
Economic
key message for the pressure to cut costs.
slide.]
• Supporting details Consumer / • [Trend]

Customer • [Trend]
in sentence format.
Delete if
unnecessary.
Political and • [Trend]
Regulatory • [Trend]
• [Trend]
Technological • [Trend]

Likely Truths And Critical Uncertainties 20XX–20XX
There are [insert

Likely Truths Critical Uncertainties
number of trends]
key trends that may Trends
affect HR strategy in
High
the short to medium Example: Stagnant growth may [Competitive Trend] Example: Increased
result in continued pressure to [Economic Trend] consolidation in the industry
term. [Customize cut costs. [Consumer Trend] may require dedicated due
[Regulatory Trend] diligence and integration
key message for the [Technology Trend] support.
slide.]
Impact
Medium
in sentence format. [Competitive Trend] [Competitive Trend] [Competitive Trend]
[Economic Trend] [Economic Trend] [Economic Trend]
Delete if [Consumer Trend] [Consumer Trend] [Consumer Trend]
unnecessary. [Regulatory Trend] [Regulatory Trend] [Regulatory Trend]
[Technology Trend] [Technology Trend] [Technology Trend]
Low
Low Medium High
Degree of Uncertainty

Current State of the Workforce
Human capital Prioritized Strategic Human Capital Question Metric Tracked

questions that affect
our organizational Example: Are high performers leaving the • Average tenure of high performers = 2
organization? Why? What are the years
strategy include associated costs? • Voluntary/involuntary/total turnover rates =
[enter key human 20%/2%/10%
capital questions]. • Reasons for turnover = lack of career
progression, compensation
• Cost of turnover = $18,000/employee
• Turnover benchmarks = industry: 13%,
Data indicates that region = 8%
[enter details on
analysis of each [Question] • [Metric]
• [Metric]
human capital • [Metric]
question indicating
the state of [Question] • [Metric]
workforce]. • [Metric]
• [Metric]
• Supporting [Question] • [Metric]

• [Metric]
details in • [Metric]
sentence format.
Delete if [Question] • [Metric]
• [Metric]
unnecessary. • [Metric]

Critical HR Capabilities To Support Business Objectives
[insert major
capabilities] are Example: Drive top-line
growth through higher
critical to support share of wallet from key [Business Goal] [Business Goal]
business goals. account
[Customize key
message for the
slide.] High Example: Advise on
Critical Business Partner [Functional capability] [Functional capability]
Importance to Supporting Business Goals
Decision
in sentence format.
Delete if Example: Provide
Financial Input and [Functional capability] [Functional capability]
unnecessary. Funding for Strategy
Example: Process [Functional capability] [Functional capability]

Transactions
[Functional capability] [Functional capability] [Functional capability]
Low

Roadmap

Strategy

High Priority Improvement Areas
Improvement Area Priority

Improving the
Based on Importance to Supporting Business Goals and Current Effectiveness
maturity level of
[enter capability] is
a high priority area. High
in sentence format.
Priority
Delete if
unnecessary.
Low
Highest Priority: Lowest Priority:

• Example: Advise on Critical Line Leader • [Functional Capability]
Decision • [Functional Capability]
• [Functional Capability]
• [Functional Capability]

High Priority Improvement Areas (Continued)
Improving the
maturity level of Capabilities Current State Desired State
[enter capability] is Example: Advise on Example: Advising line leaders is Example: Business liaisons are
a high priority area. Critical Line Leader a part time responsibility for senior roles who focus on the
Decision managers that focuses on the most impactful engagement
efficient delivery of business activities such as defining strategy
• Supporting details requests. and setting priorities, and partner
with managers.
in sentence format.
Delete if [Functional Capability] [Current State] [Desired State]
unnecessary.
[Functional Capability] [Current State] [Desired State]
[Functional Capability] [Current State] [Desired State]
Note: Measured on a scale ranging from 1 (low) to 5 (high), maturity is an organization’s performance relative to CEB’s best practice
research. Maturity scores are refined with a (+) or (-) to indicate intermediate levels of maturity. © 2015 CEB. All rights reserved
Line Leader Feedback
Stakeholders have Importance Versus Effectiveness of HR Activities as Ranked by Line Leaders

identified [insert
functional
capability] as an
[HR Activity]
improvement area
[HR Activity]
for our function.
Line Leader Effectiveness Score
[Customize key [HR Activity]
message for the High [HR Activity]
slide.] [HR Activity]

[HR Activity]
• Supporting details High Priorities

for Improvement
in sentence format. [HR Activity]
Delete if Line Leaders score
importance higher
unnecessary. than they score
Low
[HR Activity] effectiveness for these

attributes; they
[HR Activity] represent the highest-
priority attributes for
improvement.
Low High
Line Leader Importance Score

Roadmap

Strategy

HR Objectives For 20XX
To realize 20XX Business Goals HR Objectives

business goals, our
1. Example: Drive top-
function will [insert line growth through
Example: Improve our ability to drive and support top-line
key functional growth by helping line leaders make consistent and
higher share of wallet
informed talent management funding decisions
objectives]. from key account
[Customize key
message for the
2. [Business Goal] • [Functional Objective]
slide.]
in sentence format. 3. [Business Goal] • [Functional Objective]
Delete if
unnecessary.
4. [Risk Mitigation or • [Functional objective based on emerging trends, risks,
Governance
and governance priorities]
Improvement Goal]
Statement of HR Strategy
Example: To help achieve company goals of improving growth by providing solutions that help line
leaders make better talent management decisions.

Initiatives To Achieve HR Objectives
We will focus on the HR Objective HR Initiative Rationale

following initiatives
1. Example: Example: Talent Example: Centralize all talent analytics
to plug capability Improve our ability Analytics COE Launch across business units and markets to foster
gaps and meet our to drive and support specialization and best practice sharing
strategic objectives. top-line growth
[Customize key [Functional Initiative] [Importance and benefit of the initiative]
message for the
slide.]
2. [Functional [Functional Initiative] [Importance and benefit of the initiative]
Objective]
in sentence format.
[Functional Initiative] [Importance and benefit of the initiative]
Delete if
unnecessary.
Objective]

Objective]

Objective]

Initiative Snapshot – [Initiative Name]
Description of HR Initiative: [Clear and concise statement that captures the essence of the initiative]
Strategic Objectives Supported How We Will Measure Success

Sponsor [Sponsor Name, Role]
Business Goals Functional Objectives Key Metrics What They Measure
Core Team
[Name, Role] [Name, Role] [Business Goal #1] [Functional Objective #1]
[Metric] [What It Measures]
[Name, Role] [Name, Role]
[Business Goal #2] [Functional Objective #2]
[Name, Role] [Name, Role]
[Business Goal #3] [Functional Objective #3]
Beliefs and Assumptions

What’s Driving the Need? How Will This Initiative Help?
1. [Assumption] 1. [Assumption]




20XX Performance Scorecard
This year’s End-state
Targets have been target target
assigned for each

objective, allowing 20XX 20YY
HR to meet or Functional Objectives Metrics Definition
Target Target
exceed expected
1. Example: Improve Example: Example: No. of days 14 8
business goals. our ability to drive and Turnaround to conduct and
[Customize key support top-line growth Time for deliver analysis
Analysis
message for the Requests
slide.]
2. [Functional [Metric] [Definition] [Target] [Target]
Objective]
in sentence format. 3. [Functional [Metric] [Definition] [Target] [Target]
Delete if Objective]
unnecessary.
Objective]

Objective]

Resource Requirements For 20XX
We will devote a Resource Requirements by Initiative

Total Estimated Expenses
greater share of our
resources to [insert
project] across
20XX-XX.
[Customize key
message for the
slide]
in sentence format.
Delete if
unnecessary.

Risk Heat Map
[Insert top risks] are Risks to HR Strategic Plan

By Impact, Likelihood of Occurrence, and Timeframe of Occurrence
the top risks that
have material
implications for Example: Lack of
key resources or
HR’s strategy. [Risk] required skillset
[Customize key
message for the High Example: Fail in
slide.] employee motivation
in transition phase [Risk]
• Supporting details Risk

in sentence format. Impact
Delete if
Example:
unnecessary. Example: Potential Vendor
fines or penalty take-over/
merger risk
Low
[Risk]
[Risk]
Low High
Risk Occurrence Likelihood
Impact in Impact in Impact in

Short-Term Medium-Term Long-Term
HR Strategy Review Triggers
The following
events will trigger Type Description Trigger Event HR Action Plan
HR strategy reviews
and course
corrections. Example: Proposed Example: BU A Example: Review
[Customize key Example: Strategy strategy changes by accelerates timeline recruitment schedule
Redirection head of strategic for expansion in to align with new
message for the business unit China and India timeline
slide.]
[Type of Trigger] [Description] [Event] [Action Plan]

in sentence format.
Delete if
unnecessary.

Roadmap

Strategy

Strategy Communication Plan
Audience Communication Level of Detail Communication Target Date or

Goals Needed Delivery Method Frequency
Business Leaders 1. [Goal] 1. [Goal] 1. [Goal] 1. [Goal]

2. [Goal] 2. [Goal] 2. [Goal] 2. [Goal]
Executive Committee • [Level of Detail] • [Level of Detail] • [Level of Detail] • [Level of Detail]
HR Leadership • [Communication • [Communication • [Communication • [Communication

channel] channel] channel] channel]
HR Staff • [Date or Frequency] • [Date or Frequency] • [Date or Frequency] • [Date or Frequency]


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HR STRATEGIC PLAN TEMPLATE

CEB Corporate Leadership Council

© 2015 CEB. All rights reserved

Page Number Page Title Data Source Tool

© 2015 CEB. All rights reserved

State of HR in 20XX Top Urgency Drivers State of HR in 20XX

• [Metric] [Current State] • [Metric] [Target]

• [Metric] [Current State] 2. [Functional Initiative] • [Metric] [Target]

• [Metric] [Current State] • [Metric] [Target]

Top Underlying Beliefs and Assumptions

© 2015 CEB. All rights reserved

Implications of HR Capability HR Action Plan Communication

© 2015 CEB. All rights reserved

© 2015 CEB. All rights reserved

There are [insert • Example: Increased consolidation in the industry may

• Supporting details Consumer / • [Trend]

© 2015 CEB. All rights reserved

There are [insert

Low Medium High

© 2015 CEB. All rights reserved

Human capital Prioritized Strategic Human Capital Question Metric Tracked

• Supporting [Question] • [Metric]

© 2015 CEB. All rights reserved

Example: Process [Functional capability] [Functional capability]

[Functional capability] [Functional capability] [Functional capability]

© 2015 CEB. All rights reserved

Implications of HR Capability HR Action Plan Communication

© 2015 CEB. All rights reserved

Improvement Area Priority

Highest Priority: Lowest Priority:

© 2015 CEB. All rights reserved

[Functional Capability] [Current State] [Desired State]

[Functional Capability] [Current State] [Desired State]

Stakeholders have Importance Versus Effectiveness of HR Activities as Ranked by Line Leaders

slide.] [HR Activity]

• Supporting details High Priorities

[HR Activity] effectiveness for these

© 2015 CEB. All rights reserved

Implications of HR Capability HR Action Plan Communication

© 2015 CEB. All rights reserved

To realize 20XX Business Goals HR Objectives

© 2015 CEB. All rights reserved

We will focus on the HR Objective HR Initiative Rationale

4. [Functional [Functional Initiative] [Importance and benefit of the initiative]

5. [Functional [Functional Initiative] [Importance and benefit of the initiative]

© 2015 CEB. All rights reserved

Strategic Objectives Supported How We Will Measure Success

Beliefs and Assumptions

[Metric] [What It Measures]

[Metric] [What It Measures]

[Metric] [What It Measures]

© 2015 CEB. All rights reserved

assigned for each

5. [Functional [Metric] [Definition] [Target] [Target]

© 2015 CEB. All rights reserved

We will devote a Resource Requirements by Initiative

© 2015 CEB. All rights reserved

[Insert top risks] are Risks to HR Strategic Plan

• Supporting details Risk

Impact in Impact in Impact in