In praise of transactional HR (Guest commentary)

In our drive to be seen as more strategic, are we guilty of ‘dumbing down’ many traditional aspects of the HR profession?
By Brian Kreissl
|Canadian HR Reporter|Last Updated: 02/21/2008

For years now, HR professionals have been encouraged to be more strategic in our thinking, in our approach to the profession and in dealing with executives and professionals in other functional areas.

Textbooks and articles tell us, to be taken seriously, we must become “strategic business partners” by aligning ourselves more closely with the needs of the business. We are also told, if we are to take HR to the next level, we need to align the people strategy with the overall strategy of the organization. Only at that point will we truly have a seat at the table and be taken seriously as a profession.

Every one of these theories makes a whole lot of sense when considered from the perspective of the HR profession overall. Or at least from the vantage point of the senior HR professional who is in a position to have real and meaningful input into the organization’s overall strategic direction and who can create and implement policies, practices and programs that help the organization achieve its overall strategic goals and objectives.