I have been asked to assess whether HR is getting a “seat at the table” as strategic partner.
If I use my company as an example, or my chosen company for research, Estee Lauder, I would say no.
I see my HR as a transactional department; one that administers benefits, employee orientations and manages our anti-harassment/discrimination policies. I think that I am selling my HR department short and until I interview an HR employee, I won’t really know what their roles are.
However, with this being said, it appears that my HR is a silent department.
It is possible as Becker, Huselid and Ulrich (2007) state, that there is a great deal of frustration between departments and a lack of communication (p. 10-11).
I think that HR, as it evolves, will need be more then it is.
Companies are demanding more of their employees and you know, why wouldn’t HR want to grow?
One of the problems is that those that want to grow strategically, don’t know how or don’t know how to talk to stakeholders.
In my master’s classes at Walden University, I know that I am being asked to look at HR from a broader prospective and I am glad for this. HR, to remain a viable unit in any organization needs to align itself as strategic partner, yet until there are those that understand this change, HR will not grow.
Historically, HR has been staffed with women, like my field is. Women working for men in support position. In my field, no matter how much education we have or experience, there are many attorneys that cannot look at their assistant as an integral part of their team. It is frustrating!
Resource
Becker, B., Huselid, M., & Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy. Boston, MA. Harvard Business School Press.
