Being Strategic Is Not Optional

 

Two years ago, the Korn Ferry Institute suggested that HR’s evolution hinged on our profession’s decision “to be or not to be strategic.” Today, this is no longer a question.

New research shows that HR is, indeed, operating at a more strategic level. And when SHRM asked non-HR executives in the C-suite whether they see HR as having a strategic role in their organizations, a majority of them said yes.

This is likely because many HR professionals are committed to further developing as strategic thinkers and thus business leaders. We know these colleagues when we see them. They apply the business lens to every decision they make. They don’t equate activity or busyness with meaningful results. They think about the future and anticipate challenges and opportunities along the way. And they ask questions of themselves and others. In my role at SHRM, I’m privileged to come across these individuals every day.

So the question is not if HR must be strategic, but rather how to scale up the number of HR professionals and teams who operate this way. Read here to learn how challenge SHRM accepted this challenge.

Being strategic is not reserved for C-suite executives. It does not come with an office or job title. In fact, the pace and nature of business today means we need more strategic thinkers at every level, across every function—including HR.

SHRM and tens of thousands of HR professionals are no longer asking for a place in business leadership; we are focusing on the proven skills to get us there. I invite others to join us.

 

The SHRM Blog does not accept solicitation for guest posts.
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