A people strategy that could be lifted into any other company is not a strategy. It should be unreadable without knowing what the business is trying to achieve.
Start from the business problem
Entering a new market, cutting cost, moving upmarket and integrating an acquisition each demand different capabilities, different hiring and different incentives. The people strategy is the answer to what the business needs people to be able to do that they currently cannot.
Name the capability gaps
The useful output is a short list: the capabilities the organisation needs, which it has, and how the gaps will close — build, buy or borrow. Everything else in the strategy hangs off that list.
Values statements are not strategy
A set of admirable words with no implication for who gets hired, promoted or removed changes nothing. If the stated values would not cause you to turn down a high performer, they are decoration.
Action step
Write your three most critical capability gaps and whether each closes by building, buying or borrowing.
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