ABSTRACT
The HR function has been preoccupied with moving into a strategic role with the business since the late 1990s. In 2007 the CIPD Report, The Changing HR Function, found that 53 per cent of organisations researched had restructured their HR function in the previous year and that 81 per cent had done so over the prior 5 years. This transformed HR model, while often described in structural terms, is about creating a function that has the skills and mindset to partner with the business to formulate and execute strategy. This puts demands on HRDs to equip their function in a way that was never required in the past.
