Human resource's strategic role in execution planning

HRM Transformation

The Importance of Human Resource Management in Strategic Planning

Human Resource Management (HRM) needs to have a strategic role in business management. According to Mary Lippitt (2007) the failure to execute is a major concern of executives because it limits organizational growth, adaptability, and competitiveness. Executives are not judged by the brilliance of their strategy, but by their ability to implement it. The problem is how to close the gap between strategy and actual results. The solution is a new execution planning step. Not only will it solve the strategy execution problem, but it also offers HR professionals a unique opportunity to assume a new organizational function and secure a seat at the decision making table.

Background

Traditionally, HR has always played the role of a support function. The department's responsibilities included: 1) staffing, resourcing and hiring, getting the right people for the appropriate role or position, 2) evaluation and rewarding, setting up a system of evaluating performance and ensuring adequate returns and rewards, 3) motivating, mentoring, and counseling, keeping employees happy with their roles, work and work environment while minimizing dissent or conflicts, 4) developing and maintaining culture, creating the organization's unique character, values, ethics and principles, and 5) managing and controlling, to ensure that policies, processes and standards are appropriately implemented (Winchester, 2001).

Conclusion

As the Professionals in Human Resources Association (2008) points out the fact is that strategy is rarely developed without the consideration of human capital. Perhaps more importantly, no strategic plan is successful without the successful recruitment, deployment, development and management of human capital. It is therefore imperative that HR has a seat at the table during the strategic planning process.