In this issue of HRO Today EMEA, there’s much talk of strategy. Managing high flyers, technology, and restructuring are all large-scale forward-thinking projects for HR, areas where a clear road map is necessary. Not only that, but the actions and forward planning of HR must key into the general direction
of the organisation itself. High flyers needs to deliver the skills required by the business in the future. Technology needs to deliver now, but is ever-evolving. Restructuring precisely reflects the changing
priorities of the overall business.
HR cannot exist in a vacuum. It can provide independent initiatives—health and well-being perhaps—but what it does must serve the organisation as much as it serves the people. Indeed, it will only serve the people if it aligns what they do with the needs of the organisation.
Here, then, are three areas where HR professionals can proactively key into the wider business strategy—where the work of HR is seen to contributes directly to the good of the organisation and to its future success. Working on these areas requires interaction, consultation, and consideration of other functions and parts of the business—and that is all to the good. It confirms HR is not simply admin; it’s an integral part of a successful business.
Simon Kent
Editor-at-Large
