Some HR
professionals believe the profession has continued to be challenged at getting a
"seat at the table." Do I agree with this statement? Most definitely.
I
myself never really understood the importance in linking HR functions with
strategic planning before beginning this degree program. But now, I agree that
they should be offered that seat at the table.
Historically,
Human Resources has been considered the department that handles benefits and
makes sure employees get their paychecks, but today companies are getting
farther and farther away from that.
However, studies show that most firms only offer HR input on strategic
decisions, rather than making them full strategic partners (Lawler, E. & Boudrea, J., 209, p.15).
HR should
definitely have input on strategic decisions. How are they supposed to hire the
employees that will help achieve the organizations strategic goals if they are
not completely aware of what those goals are?
I agree with
Becker, Huselid and Ulrich when they say that an effective HR system should “maximize
the overall quality of human capital” by: linking selection and promotion
decisions with competency models, developing strategies that provide timely and
effective support for the skills demanded by the firm’s strategic
implementation and enacting compensation and performance management policies
that attract, retain and motivate high performance employees (Becker, B.,
Huselid, M. & Ulrich, D., 2001, p. 13).
I can see the
hospital I work for trying to move toward including HR at the table, and I
think it’s great! We have a VP of Human Resources who is considered a member of
the senior management team and we focus on hiring employees that will improve
our patient experience. HR was involved in the creation of our new mission statement
and vision. But even we have room for improvement.
References
Becker, B., Huselid, M., & Ulrich, D.
(2001). The HR scorecard: Linking people,
strategy, and performance. Boston, MA: Harvard Business School Press.
Lawler, E., & Boudreau, J. (2009).
What makes HR a strategic partner? People
& Strategy, 32(1), 14-22.
