IntroductionTo define human resources strategy, you must first understand the concepts underlying an organization's business strategy and its human resources management practices. There are various definitions of “strategy”, almost all of which boil down to the simple fact that it is the overall direction of an organization, which it must strive to follow in the long term. The responsibility to adhere to the corporate strategy falls on managers, who must use the resources available, maintaining themselves in the business context in which their particular organization is located, in order to achieve the objectives established in the strategy by the interested parties. From the definition of strategy established above and applying it to the context of human resource management, we come to the conclusion that HRM strategy is the plan to organize human resources in such a way that they can be used to achieve business objectives. For this to happen and for the business strategy to be respected, the human resources management strategy must be aligned with it. When crafting an HR strategy, business objectives such as growth must remain the focus. Development, training and performance management within an HR strategy Serious planning must be undertaken in areas such as employee training and development in order to utilize available human resources to their maximum effectiveness. Training and development, which provides a company with an increasingly skilled skilled workforce, should not be seen as a stand-alone solution. For it to be effective and successful, other aspects of the HR strategy, such as reward strategies, recruitment and business structure, need to be kept in line alongside training and development. When all aspects of an HR strategy are halfway there, especially in smaller companies, if and when implemented correctly, training, development and performance management can return a lot in terms of increased productivity and efficiency. Works Cited Armstrong, M. (2006). A handbook of human resource management practices (10th ed.). London: Kogan Page Limited.Hendry, C., & Pettigrew, A. (1986). The practice of strategic human resource management. Staff Review, 15(5), 3-8.Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Journal of the Academy of Management, 38(3), 635-672.Kirkpatrick DL (1959). "Evaluation techniques for training programs". Journal of the American Society of Training Directors, 13(3), 21–26.Miles, R. E., & Snow, C. C. (1984). Design strategic systems for human resources. Organizational dynamics, 13(1), 36-52.