The following is  a glossary to demonstrate the scope of the various functions of HR:

The following is a glossary and an overview of the relevant functions necessary for the formation of an effective and comprehensive HR Strategy to support an Organization's Business Strategy: 

• Employee Engagement- This function selects the vendor conducting the employee engagement survey, selects the questions to be asked of employees to ensure that the questions are unambiguous, interprets the data and feedback and conducts focus groups where necessary to understand employee beliefs which can either support or hinder the execution of an Organization's business strategy.
• Employee Relations- Depending on the various states or provinces in which an organization may operate, understanding of the regulatory environment which governs various aspects of an employee's experience is key when developing business strategy.  Examples of such regulations include:  Affirmative Action Plans pursuant to the Office of Federal Contract and Compliance (OFCCP) Equal Employment Opportunities Commission (EEOC)and the administration of Title VII of the Civil Rights Act of 1964 and 1991, Fair Employment Housing Act (FEHA).
• Labor Relations- Depending on the various states or provinces in which an organization may operate, understanding the various laws as it relates to organizing by unions and the administration of a collective bargaining agreement is important if applicable to you, which may include engaging with the National Labor Relations Board (United States) or various Ministries of Labour (Canada) depending on the industry and geographic location where the employees are located.
• Organizational Development- Some organizations refer to this as Learning and Development but this function covers the development of relevant training for employees to ensure that employees have the necessary skills and abilities to execute various tasks necessary to support the execution of the Business' strategy. This function is responsible providing an authentic and transparent understanding of the gap, which impacts the recruitment, compensation and benefits strategy.  
• Organizational Design- This function focuses on understanding the current work streams or process by which a company may currently use to execute its strategy and evaluates the overall nature of the work needed to be performed, the capabilities of the organization of the shift to and adopt to the needs to be performed and the the design of the appropriate structure once the assessment is performed and alignment occurs.  This function's must be connected and informed by the Organizational Development, Compensation, Recruitment and the Employee Engagement strategies. 
• Compensation- The development and the execution of a compensation strategy depends on whether your organization is in a start up or stabilization mode, depends on the quartile in comparison to other organizations for the same role and function given the specific complexity of the role, and scope of the work to be performed as well as the necessary sill sets, education and availability of such combination in the market place in which the work is to be performed. Such strategy must be linked to the overall Strategic Plan of the Business as to aide in the attraction and retention of persons with such skills.  Additionally, such strategy must be aligned with the benefits strategy to understand the overall cost to your organization swell as Employee Engagement as to the nature of the basic needs of employees in so far they are seeking to provide their skills to your organization, recruitment in so far as to the ability of the organization to acquire the necessary skill sets in terms of employees, and Learning and Development organization so as to understand the basic skill or behavior traits of existing employees to be able to create an integrated learning and development environment.
• Recruitment- This function requires the development of an strategy for hiring crucial positions necessary to the success of the organization and to question and engage in rigorous analysis whether certain positions which are desired to perform a task can be performed by existing technology or via another organization with the skills, scope and capability to perform the work at the quality desired. 
• Leadership Development- This function is focused on coaching (not telling or proscribing for managers and executives) how to lead their teams.  This function, recognizes that leadership is a skill which is developed through curiosity, substantive knowledge, authenticity, presence (as defined as the demonstration of the qualities of a leader), patience, tenacity, openness to new ideas or diversity of thinking and flexibility. This function is linked to Employee and Labor Relations as well as Employee Engagement because exhibited leadership may reduce the causal affect of bad decisions made in an absence of the leadership characteristics. 
• Benefits- This function designs a strategy to support the recruitment and retention of employees who provide specific work to the organization. Such strategy includes analysis and providing recommendations regarding what a benefit package should include and who should be covered (i.e. employees, family members) while balanced against the cost to the organization and the sustainability of the financial viability of the organization.  Such strategy must be linked to the Disability Management and Employee Wellness Strategy to manage overall health of its employees and provide appropriate and relevant incentives for behaviors which are aligned with the organizations existence. 
• Disability Management- This function designs a strategy to support the return to work of injured and rehabilitated employees or employees who are in need of accommodations based upon a medically defined disability if a reasonable accommodation can be provided in accordance with the regulatory/statutory environment (i.e. Equal Employment Opportunities Commission administration of the Americans with Disability Act, the US Department of Labor's administration of the Uniform Services Employment and Reemployment Rights Act of 1994).  Such str
• Compliance Management- This function designs the overall strategy, depending on the sector in which your organization operates, to ensure compliance with regulatory schemes as it relates to administration of employee rights.  Such actions may include Affirmative Action Plans required by the OFCCP (aforementioned), required Equal Employment Opportunities (EEO-1) reporting, or adherence to the Pay Equity Act (various programs Provinces within Canada).  This strategy must be linked to Employee and Labor Relations to help mitigate disruptions in the execution of the Organization's business strategy caused by missteps by managers and executives.  Moreover, this strategy must be linked to the Recruitment strategy because of the adherence to various aforementioned regulatory requirements
• Employee Wellness-This function designs the overall strategy for Employee Wellness which includes the assessment of our employees' health as measured by biomarkers, the possible avoidable use of leaves of absences due to chronic conditions or workplace injuries and the recommendation of relevant and effective programs to reduce the health outcomes as measured by these metrics.  Such strategy must be linked with Disability Management to obtain the relevant biometrics and to track the reduction as well as identify what factors controlled by the employer which may be either cause or contribute to the reduction of the factors which impact workplace readiness.