strategic positioning of HRM

The phrase 20-20, which conjures sharpness of vision or visual acuity, is increasingly associated with vivid images of year 2020 when the world ‘stood still’. Gripped with fear, nations braced their people to adopt physical distancing, whilst front-liners fought the pandemic war. 


Radical shifts in the workplace landscape saw organizations practically living the ‘change curve’ – from the shock and denial stages, through the valley of despair and onto the experimentation and integration stages. For example, in a short span of time, employers were hard-pressed to enable remote working for their employees, who in turn were dealing with their personal struggles including job security and mental health.


Diane Gherson, Chief HR Officer for IBM aptly stated “This is really our moment. In the last crash, it was CFOs that saved us. This time it will be CHROs.” And, HR stepped up in a big way.


In its 2021 Global Human Capital Trends Report, Deloitte commends HR for its promptness and creativity in solving both workforce and business problems. As a result, business executives had more confidence in HR.  Noteworthy too was “the proportion that were “not confident” in HR dropped dramatically from 26% in 2019, to 12% in 2020.” 


HR is very much in the spotlight. It’s timely to pivot upon this enhanced visibility and credibility to strategize the role. For years, HR had struggled to have a larger presence, including a seat at the table. Although the push for change had been set in motion, it is imperative for HR to consciously transform its general image from order-taker to strategic partner. 


However, it is critical for HR professionals to be aware of what being strategic is. With reference to the Human Capital Strategy (HCS) model below, being strategic simply means, every aspect of the HCS, will need to be aligned to the business strategy of the organization. This will ensure that the outcome are results that impact the business.

Sharma Kumari

Sharma Kumari

Step by Stepz Founder, over 25 years industry and international experience, with core expertise in HR-Talent Management and L&D. Led and managed wide-range of assignments, including speaking / training engagements in more than 15 countries.

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