Pic: IMAGESBAZAAR

Today, there is a vital need for HR to work in tandem with the top management to achieve organisational excellence. However, this unison can only take place if HR is recognised as a strategic business partner

There are two differing views about linkages between the top management and HR heads. One view says that the management must make a proactive effort to handheld HR into strategic roles; the other compels HR to prove its worth before the top management can accept it as its equal partner. Not surprisingly, both views have a following of their own. "The top management needs to give a vital role to HR in the strategic decision-making process, so that they can develop and create a highly competent team, thus resulting in a matured organisation, which can perform in this competitive environment," says Atul Saxena, Head- HR, CHD Developers Ltd. On the other hand, Sandip Mallik, director – HR, Aviva Life Insurance feels, "Credibility and trust have to be earned. Creating a comprehensive HR plan is essential for securing HR's position as a strategic partner in the business. Effective strategic planning allows HR to demonstrate the influence of its capabilities over the success of business priorities, prioritise resources efficiently amongst sub-functions and make a cogent argument for further investments in the function. Rather than operate as a support function, the best organisations build a structure and strategy that support business objectives by (a) closely aligning HR priorities to business strategy; (b) structuring the workforce to allow them to respond quickly to changing business needs and (c) developing HR capabilities needed by the business."

"It was a dream until five or six years ago, but is slowly becoming a reality. The top management has started working with HR professionals to analyse and devise solutions to organisational problems and is involved in aligning HR with the company's mission and strategic goals. HR professionals today are converting the challenge at hand to opportunities and developing practices that are not only robust, but also reflect significant thought leadership. Chief HR officers play a key role in developing and communicating business strategy and overall performance by helping the CEO and other executives craft strategies for the organisation," notes Aparna Thakur, group head, HR, Opto Circuits India Ltd.

The CEO in present-day organisations is opening up more and more to HR's views and perspectives through constant interaction. "Everything depends on how the very top of the company perceives HR, especially the CEO. If the CEO is forward-looking and sees the value which HR adds to the business, the entire organisation will perceive HR as a strategic business partner. Over time, HR has moved from only fulfilling the traditional roles assigned, to it to being an integral part of the business. Today, HR managers are more of HR business partners. They align with the business and contribute to the business from the planning and budgeting stage itself. They are more involved and understand the finer nuances of the business," says Shourya Chakrabarti, head of HR, Aptech Limited.

How has the new positioning of the HR function come about with the CEOs' changing profile? Vipul Singh, VP and head HR, ADP India sums up, "In today's world, the CEO is the ambassador of the organisation managing people and ensuring compliance, financials, organisational brand and growth of top- and bottom-line. With the evolution and maturity of the HR function on the people agenda, it is not only a partner to the CEO, but also business groups and units."

- Unnati Narang