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Strategic Planning Basics: As an HR Professional, What do I need to Know?
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What is a strategic decision, and how is it different from an operational or tactical decision? Strategic decisions determine the grand direction upon which an entity will embark. Always, strategy precedes action.

When: Thursday, February 15, 2018
9:00 AM
Where: Safe Horizon
2 Lafayette Street
15th Floor
New York 10007
United States
Contact: Lisa Glass

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Strategic Planning Basics: As an HR Professional, What do I need to Know?

What is a strategic decision, and how is it different from an operational or tactical decision? Strategic decisions determine the grand direction upon which an entity will embark.  Always, strategy precedes action.

A Strategic Plan is a process to do this. It brings together key players in the organization to determine a grand picture or strategy of the organization in three to five years and how it can get there. In the process, the players will:

1. Review and update the mission and operations, vision and values statements.

2. Analyze the organization’s internal operations and external environment.

3. Select the multi-year strategies and goals to achieve its vision.

4. Then develop action plans that specify who is going to do what and by when to achieve each goal.

5. Lastly, it identifies plans for staffing, facilities, marketing and finance needed to reach the goals.


One difference between new and experienced HR manager is the ability to take the long-term strategic view for the organization and their department. Join HRPANO for a presentation and discussion about the essential steps of strategic planning and the HR components.


Lynne Molnar Bio

Holding graduate degrees in both business (Boston University) and education (Harvard Graduate School of Education), Lynne Molnar, principal of Molnar Consulting, began her consulting career in 1993, after a 20-year as a staff serving at various times as supervisor, controller and executive director. Her expertise is in leadership transitions, working with the board and senior staff to take the opportunity inherent in leadership change to set the organization on a course with a re-invigorated vision.


She is a recognized leader in the field of executive transitions and leadership development, serving in nine interim executive director roles, and oversaw the placements of eighty interim and transition consultants through her work with organization capacity builders in NYC and Boston. For over twelve years she has played an active role in the Alliance for Nonprofit Management’s Executive Leadership Affinity Group, now serving as co-chair. She offers workshops on strategic planning, succession planning and executive transitions for consultants, board members and executive directors. 

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