Mapping a strategic approach to HR leadership
| Pages | 31-36 |
| Date | 29 November 2011 |
| DOI | https://doi.org/10.1108/14754391211186296 |
| Published date | 29 November 2011 |
| Author | Andrea Adams |
| Subject Matter | HR & organizational behaviour |
Mapping a strategic approach to HR
leadership
Andrea Adams
Abstract
Purpose – This paper aims to discuss the contribution that strategic human resourcing (HR) makes to
organizational success and the crucial conversations that HR must orchestrate to truly fulfill its strategic
role.
Design/methodology/approach – Strategic HR has the potential to modernize management practice,
bringing it into line with the needs of the twenty-first century organization. The paper acknowledges that
while the role of strategic HR is understood, there is often a difference between this understanding and
what happens in practice – the ‘‘knowing-doing’’ gap. To show how this gap can be addressed it
presents a case study of building strategic HR capability in a leading retailer. This case study defines
strategic HR’srole in the case organization and charts its evolution. The process of building strategic HR
capability is described in detail, and components of the resulting strategic development plan
demonstrate a staged process for embedding strategic capability in the HR team.
Findings – StrategicHRbalances business demands with the needs of the organization and its workforce
toadapt to change.Effective strategy builders facilitate conversationsbeyond the bounds of the HR team.
They hold the organization’s vision and work in the space between this and the organization’s ‘‘current
reality’’ to create a more sustainable future for all of the organization’sstakeholders.
Practical implications – Building strategic HR capability is building HR business leadership. To lead
their organizations, HR people must first lead themselves. The case study shows how HR people can
build confidence and strategic leadership capability through a planned change process. It also shows
how to build appetite and expectation for a strategic HR contribution among line colleagues.
Originality/value – The paper shows the critical importance of strategic HR leadership to today’s
organizations. It acknowledges that there is often a knowing-doing gap for HR professionals and an
‘‘appetite’’ gap for line colleagues. Triumpha’s strategic HR development framework shows how
capability can be developed and put into practice to create a more sustainable future for all of an
organization’s stakeholders.
Keywords Strategy, Capability, Leadership, Engagement, Change management, Strategic leadership
Paper type Case study
Much has been written about the strategic contribution that HR people can make to
organizational success. There’s little doubt as to the contribution people make to
organizational growth. The description of what ‘‘strategic HR’’ looks like is well
developed. Yet there remainsa gap between what we know and what gets done in practice.
The purpose of this paper is to outline a proven approach for bridging the strategic HR
‘‘knowing-doing’’ gap. At the core of the approach are the crucial conversations that HR
professionals can and must catalyze within their organizations.
What does real strategic HR look like?
Real strategic HR is about putting people at the heart of business to deliver sustainable
performance and growth. It is about building the internal capacity and capability to ensure
an organization is fit for the future.
DOI 10.1108/14754391211186296 VOL. 11 NO. 1 2012, pp. 31-36, QEmerald Group Publishing Limited, ISSN 1475-4398
j
STRATEGIC HR REVIEW
j
PAGE 31
Andrea Adams is based at
Triumpha, Manchester, UK.
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