The practice of strategy Available to Purchase

This paper aims to explore the obstacles to human resources (HR) making a strategic contribution and to share ways of overcoming those obstacles.

The paper uses case studies to demonstrate how organizations are successfully integrating people and business strategies.

This author argues that HR has found it difficult to effectively make a strategic contribution to the organizations it supports because it has not defined what form a strategic input should take, a lack of capability within the function and an absence of management support.

The paper explains how organizations can overcome these obstacles and gives examples of how two very different types have integrated business and people strategies, and measured functional impact.