Human Resource Objectives

Human resource (HR) objectives are the specific goals set by a business for the management and development of its workforce. These objectives must align with overall corporate objectives and provide a framework for decision-making across recruitment, training, motivation and employee relations.

The Purpose of HR Objectives

HR objectives give direction to the HR function and allow the business to measure progress in managing its most valuable asset — its people. Without clear objectives, workforce planning becomes reactive rather than strategic.

HR objectives typically relate to:

HR Objective Area	Meaning	Example
Employee engagement and involvement	Ensuring employees are committed to the organisation and motivated to contribute	Achieving an engagement score of 80%+ on the annual staff survey
Talent development	Identifying and nurturing employees with high potential	Creating a graduate leadership programme
Training	Equipping employees with the skills needed to perform effectively	Reducing skills gaps in digital marketing within 12 months
Diversity	Building a workforce that reflects the diversity of the wider community	Increasing the proportion of female senior managers to 40%
Alignment of values	Ensuring employees share and promote the organisation's core values	Embedding sustainability values through onboarding and CPD
Number, skills and location of employees	Having the right people, in the right place, with the right skills	Recruiting 50 software engineers to the new Manchester hub

Key Definition: Employee engagement is the emotional commitment an employee has to the organisation and its goals. Engaged employees go beyond contractual requirements — they exercise discretionary effort.

Internal and External Influences on HR Objectives

HR objectives do not exist in isolation. They are shaped by both internal and external factors.

Internal Influences

Corporate objectives — HR objectives must support the overall strategic direction. If the business aims to expand internationally, HR must plan recruitment for overseas markets.
Financial constraints — Training budgets, recruitment spending and pay rises are all limited by available finance. A business in financial difficulty may set objectives around cost reduction rather than talent development.
Organisational culture — A business with a collaborative culture may set objectives around teamwork and employee involvement; a more hierarchical business may focus on compliance and control.
Existing workforce skills — The current skills profile determines whether the business needs to recruit externally or develop from within.

External Influences

Market conditions — In a tight labour market (low unemployment), HR objectives may focus on retention and employer branding. In a recession, objectives may shift towards managing redundancies.
Legislation — Employment law (e.g., Equality Act 2010, national minimum wage regulations, working time directives) sets minimum standards that shape HR policies.
Technological change — Automation and AI may require objectives around reskilling and redeployment rather than recruitment.
Demographic trends — An ageing population affects workforce planning, pension provision and succession planning.
Actions of competitors — If rivals offer better pay or more flexible working, HR must respond to remain competitive in the labour market.

Hard HRM vs Soft HRM

A fundamental distinction in HR strategy is between hard HRM and soft HRM. These represent different philosophical approaches to managing people.

Feature	Hard HRM	Soft HRM
View of employees	A resource to be used efficiently (a cost)	An asset to be developed and valued
Focus	Cost minimisation, control, quantitative targets	Employee welfare, development, engagement
Communication	Top-down, directive	Two-way, consultative
Pay	Minimum necessary; linked to output	Competitive; includes non-financial rewards
Contracts	Short-term, flexible, zero-hours	Permanent, secure employment
Training	Only what is necessary for the immediate role	Ongoing development and career progression
Decision-making	Centralised; little employee input	Decentralised; empowerment and delegation
Associated theorist	McGregor's Theory X	McGregor's Theory Y

Exam Tip: Avoid treating hard and soft HRM as black-and-white opposites. Many businesses use a blend of both approaches — for example, a retailer might use hard HRM for seasonal temporary staff and soft HRM for store managers. Examiners reward nuanced evaluation.

Measuring HR Performance Against Objectives

Once objectives are set, the HR function must monitor progress using key performance indicators (KPIs):

Labour turnover rate — the percentage of employees leaving per year
Employee engagement scores — from surveys and feedback
Absenteeism rate — lost days per employee
Training spend per employee — investment in development
Diversity statistics — representation at different levels

These metrics feed into HR decision-making and allow the business to adjust its strategy. If engagement scores fall, for example, the HR department may review its reward structure, communication methods or management style.

The Value of Setting HR Objectives

Setting HR objectives provides several benefits:

Direction and focus — gives the HR function clear priorities
Coordination — ensures HR activities align with corporate strategy
Motivation — targets give HR managers something to work towards
Measurement — allows the business to assess HR performance objectively
Accountability — makes it clear who is responsible for workforce outcomes

However, HR objectives can be difficult to achieve if they conflict with financial objectives (e.g., cutting costs vs. investing in training), if they are imposed without consultation, or if external changes make them obsolete.

Exam Tip: When evaluating HR objectives in an essay or case study, always consider whether the objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) and whether they genuinely support the business's overall strategy.