Partner In Strategy Execution

Ulrich doesn’t argue that HR alone should develop the business strategy, this he argues is the joint responsibility of an organisation’s executive, which hopefully HR should be part of. HR’s role in strategy making should be that of guiding the discussion about how the organisation should be organised in order to carry out its strategy. In essence this means HR taking on the role of architect, advising on what organisational systems and processes already support the organisation’s strategic goals and which ones need some attention, and how best to set about changing these.

The Executive Director of group resources at Xerox Europe argues that if HR wants to have an equal seat at the table they have to have things that they can contribute. Part of that contribution means adding directly to the productivity of the business.

Ulrich argues that HR also needs to take stock of its own workloads, setting clear priorities, which are aligned with the real operational needs of the business. To become accepted as a business partner, HR may need to acquire new skills and capabilities and may need to acquire new tools for their toolbox.

Linda Holbeche, Director of Research at Roffey Park Institute, argues that a strategic agenda for HR is likely to include a number of key areas: recruitment and retention of talent; improving the quality of management; enabling high performance and creating and building organisational climates and culture which supports what the organisation wants to do (Holbeche, 1999).