ABSTRACT
How can HR be more strategic? While there is no simple answer
to this, I suggest that delivering results within an increasingly
strategic agenda is part of the answer. Having the skills, know-
ledge and courage to act strategically is another. Dave Ulrich
(1995) describes an effective senior manager who took the risk of
introducing cooperative work practices at the factory he man-
aged, in the face of opposition from head office. The gamble paid
off and performance was enhanced. When asked why he was
willing to take such a risk, the manager replied ‘I’ve worked in
other places before, and I may have to again’. This manager was
willing to take a calculated risk, and take action, even though
there were plenty of reasons to leave things as they were. The
challenge for HR professionals is to decide where they are going
to focus, and bring about change which is in line with what the
business needs, even if there may be some short-term costs to the
function.
