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Human capital is widely recognized as a strategic organizational asset; however, existing research often examineshuman resource practices in isolation and rarely integrates human capital planning within a comprehensiveorganizational alignment framework. This conceptual gap limits understanding of how human capitalsystematically translates strategic intent into sustainable performance outcomes. This study develops an integrativesynthesis that positions human capital planning as a strategic alignment mechanism embedded within theMcKinsey 7S framework and linked to governance-oriented risk management. Using a qualitative literature reviewapproach, the study analyzes recent empirical and conceptual works in strategic human resource managementacross corporate and service-based contexts. The proposed conceptual framework suggests that organizationalperformance is more likely to be sustained when human capital planning is systematically aligned with strategy,structure, systems, leadership style, skills, staff composition, and shared values within the McKinsey 7Sframework. Furthermore, integrating risk governance into human capital planning enhances organizationalresilience and long-term competitiveness. By reframing human capital planning as a systemic alignment processrather than a functional HR activity, this study contributes to strategic management literature and offers practicalguidance for startup and service-oriented organizations seeking sustainable performance and competitiveadvantage. This study extends prior human capital research by proposing a Systemic Human Capital AlignmentModel that integrates human capital planning, the McKinsey 7S framework, and governance-oriented riskmanagement within a unified conceptual structure. The framework provides a theoretical foundation forunderstanding how workforce alignment contributes to long-term organizational performance andcompetitiveness, particularly in dynamic service-oriented environments.