Organizations increasingly recognize that people-related decisions cannot be separated from financial priorities. Recruitment, capability development, performance management, employee engagement, rewards, retention and workforce planning consume substantial organizational resources, yet their contribution to productivity, efficiency, revenue quality and sustainable value is often evaluated separately. This study examines strategic HR alignment as the degree to which people strategy is connected with organizational financial goals. The paper develops an integrated perspective in which people strategy alignment and financial goal alignment jointly contribute to perceived organizational performance. A quantitative, cross-sectional and explanatory framework is presented using a structured five-point Likert-scale instrument. For demonstration of the proposed analytical procedure, dataset of 200 employee responses is used. Descriptive statistics, an independent-samples t-test and a chi-square test are applied. The analysis indicates a statistically significant difference in perceived organizational performance between lower- and higher-tenure groups (t = -4.580, p < 0.001) and a statistically significant association between strategic HR alignment and performance category (χ² = 57.430, df = 4, p < 0.001). The findings suggest that HR creates greater strategic value when workforce decisions are explicitly connected to financial priorities, operational requirements and measurable business outcomes. The study contributes a practical alignment framework for HR leaders and line managers by emphasizing common metrics, workforce productivity, capability investment, cost discipline and continuous review.