Because all companies are different, all HR strategies are different. There is no set of standard features. Research on HR strategies has revealed the existence of many variations in HR strategies. Some strategies are very general, while some go into much more detail. Therefore, two basic types of HR strategies can be identified: 2. General strategies 3. Specific strategies related to various aspects of human resource management General HR strategies General strategies describe a company’s overall intentions on how to manage people, how to develop them, and what steps to take to ensure that the company can attract and retain the employees it needs, and how to ensure employee commitment, motivation, and engagement. It is most often formulated as a general statement with stated goals and purpose, all with the goal of increasing overall organizational efficiency. Specific HR strategies Specific HR strategies determine what a company intends to do in certain areas such as: - talent management - how the company intends to "win the fight for talent" - continuous improvement - providing focused and continuous growth of innovations - knowledge management - creating, acquiring, sharing and using knowledge to improve learning and performance - resources - attracting and retaining high quality employees - learning and development - providing an environment in which employees are encouraged to learn and develop - rewards - defining a long-term remuneration policy - employee relations - defining the intention of the company what needs to be done and what needs to be changed in the ways in which relations with employees and their unions are managed. In conclusion, an effective human resources strategy is the only one that leads in terms of achieving a common goal of the company. In particular, it meets the business needs of the company, is based on detailed analysis and study, not just wishes, can be transformed into programs that anticipate needs, requirements and problems in terms of implementation, it is also harmonized and integrated, and composed of components fit, permeate and match. It also considers the needs of line managers and employees. The core value of human resource management will be the principle: the right people need to be ready for action at the right time. This will be achieved by recruiting leaders. The focus of human resource management will be human capital development and enterprise productivity. The key task of the human resources function will be to provide multidisciplinary advice to improve the performance of individuals, teams, business units and companies. Change management will be the most important contribution of human resource management. An increasing number of companies will consider the function of human resource management as a strategic partner. The top management of each company should understand that employees are their key resource-capital. Human resource management will change and evolve from a service to an advisory function. The described prediction is reflected in the fact that it provides a vision of the future, potential changes and ways in which human resource management should respond to them. As in the Republic of Croatia leadership in companies, and especially leadership in the field of human resources, is poorly researched, a survey was conducted on the role of leadership in large companies. The research involved 46 respondents in Croatian companies with 100 or more employees. The survey was conducted using an online methodology and included private and state-owned enterprises. The results clearly show the important role of leaders in creating the vision and strategy of both companies and human resources. Leaders in Croatian companies are to a somewhat greater extent the creators of the vision and act as motivators for employees, and to a somewhat lesser extent they are engaged in the formulation and operationalization of strategy and goals. No statistically significant differences were found between privately and state-owned enterprises.