IntroductionIn order to define a human resource strategy, one must first understand the concepts behind an organization's business strategy and its HRM practices. There are various definitions of "strategy", almost all of which boil down to the simple fact that it is the general direction of an organization, which it should strive to follow over the long term. The responsibility for adhering to the business strategy lies with managers, who must use available resources, taking into account the business environment in which their particular organization finds itself, in order to achieve the objectives set in the strategy by the stakeholders . The definition of strategy established above and its application to the context of human resource management, we arrive at the conclusion that HRM strategy is the plan aimed at organizing human resources in such a way that they can be used to achieve the company's objectives. For this to happen and the business strategy to be respected, the HR strategy must be aligned with it. When developing an HR strategy, business goals such as growth should remain the focus. Development, training and performance management as part of an HR strategy. Serious planning in areas such as employee training and development must be undertaken in order to utilize available human resources. at their maximum efficiency. Training and development, which allows a company to have an increasingly qualified workforce, should not be seen as an isolated solution. For it to be effective and ultimately successful, other aspects of HR strategy, such as reward strategies, recruitment and company structure, must be aligned with training and development. When all aspects of an HR strategy are middle of paper......particularly in small businesses, if and when implemented correctly, training, development and performance management can pay off big time 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. and Pettigrew, A. (1986). The practice of strategic human resources management. Staff Review, 15(5), 3-8.Huselid, M.A. (1995). The impact of human resources management practices on the turnover, productivity and financial performance of the company. Journal of the Academy of Management, 38 (3), 635-672. Kirkpatrick D.L. (1959). “Training Program Evaluation Techniques.” Journal of the American Society of Training Directors, 13 (3), 21-26. Miles, RE and Snow, CC (1984). Design strategic human resources systems. Organizational dynamics, 13(1), 36-52.