Separating transactional from strategic HR not cut and dry‘Mundane’ tasks often key to strategic success, sought-after executive laurelsBy Kunle Akingbola08/09/2004|Canadian HR Reporter|Last Updated: 08/10/2004 As early as the 1960s, practitioners and academics were concerned that human resources would become irrelevant if HR professionals did not highlight HR’s contribution to the performance and bottom line of the organization.Although it took some time, HR found the solution and introduced strategic human resources management. Strategic human resources management places the practice of HR on a pedestal, highlighting its relevance and contribution to organizational effectiveness. One consequence of the advent of strategic human resources management is the bifurcation of HR functions into “strategic” and “transactional.” The consensus is that human resources management must forego, share, de-emphasize or outsource transactional functions and concentrate on the strategic ones. The argument is that these transactional functions limit the role of human resources practitioners to reactive and firefighting activities and therefore prevent the positioning of human resources professionals as strategic business partners. To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.