The HR function often finds itself struggling to help the business maximize its investment in its people. It is under tremendous pressure to create a more productive and results-oriented workforce, better use technology, and measure its impact on business results, while simultaneously keeping a careful eye on budget. HR needs to stop working in isolation and instead perform as a strategic business partner.
In order to play a leadership role, HR should drive strategy by developing human capital and organizational capabilities that directly support the company’s business objectives. These include better technology, leading practices and sourcing solutions. HR should function as a high-performing business with measurable results by embracing the entire employment lifecycle; launching fact-based programs, processes and HR service delivery improvements; and developing new ways to gauge its own performance. Companies that accomplish this and successfully align their talent strategy with their business strategy can better respond to existing and emerging challenges.