The Case for HR as a Strategic PartnerIn an era of organizational fluxes due to competition and globalization, companies and employees face constant change. Leaders must be able to adapt to changes as the environment changes. Human resources are known as organizational change agents, administrative experts, and employee advocates. More recently they have been considered strategic corporate partners for many organisations. To succeed and remain competitive in today's marketplace, Human Resources (HR) must be considered a strategic partner if an organization is to thrive. Senior executives today commit significant resources to ensuring that their company's functions are able to change rapidly and achieve their goals. Too often, the human resources (HR) function is nominal, so they are not as quick to respond to the rapid rate of change. When “this happens, companies could perpetuate or even create barriers to fully exploiting their human capital. Organizations can begin the process of removing these barriers by evaluating the HR function and its alignment with business objectives” (Wert & Liwanag, 2002). This document motivates the need for HR to report to the CEO. To this end, the author will describe the relationship between HR strategies and business strategies. Examples of HR strategies that can be effective will be discussed. Additionally, the author will examine the benefits and consequences of having HR as a strategic partner, as well as the key business competencies they need to maintain. Additionally, he will discuss an optimal career path for a senior HR executive. HR Strategies and Business Strategies For an organization to be successful and competitive, they must... middle of paper... HR as a strategic partner .ReferencesAllan, C., Sommerville, J., Kennedy, P., Robertson, H. (2000). Promote corporate excellence through improved environmental performance. Total Quality Management.Abingdon: July 2000, 11(4-6), 602-608.Buford, S.C., & Mackavey, M. (2003, March 2003). New directions for human resources in 2002 and beyond. Journal of the American Academy of Business, Cambridge, 2 (2), 600.Jamrog, J., & Overholt, M. (2004). Building a strategic HR function: continuing the evolution. Human Resource Planning 27(1), 51.Noe et al. (2002). Human Resource Management: Gaining a Competitive Advantage (4/e ed.). : The McGraw-Hill Companies.Wert, J., & Liwanag, M. (2002, June 27, 2002). HR as a strategic partner?. Retrieved October 30, 2004, from http://www.imakenews.com/sibson/e_article000078305.cfm