Aligning Human Resources and Business Strategy (2nd ed.)

Citation

Holbeche, L. (2012), "Aligning Human Resources and Business Strategy (2nd ed.)", Human Resource Management International Digest, Vol. 20 No. 3. https://doi.org/10.1108/hrmid.2012.04420caa.014

Aligning Human Resources and Business Strategy (2nd ed.)

Article Type: Suggested reading From: Human Resource Management International Digest, Volume 20, Issue 3

Linda HolbecheButterworth-Heinemann, 2009, ISBN 9780750680172

Although HR has changed considerably since the first edition of Aligning Human Resources and Business Strategy was published more than a decade ago, the author Linda Holbeche argues that one thing that has not changed enough is that the “HR function itself still struggles to some extent to be seen as a credible player.”

This line of argument continues with Holbeche stating, “No HR professional can expect to be taken seriously if he or she is unable to understand and speak the language of business, to translate the business strategy into relevant people processes and goals which are appropriate to the context dynamics facing their organization.”

The two arguments above provide the platform for Holbeche to make a number of proposals about the development of the HR function. Holbeche is well known to the HR community and is a thought leader with all her various insights into the profession. She has worked at Roffey Park Institute and until recently was Policy Director at the Chartered Institute of Personnel and Development.

The book is not a technical one and consists of 17 chapters which are divided into four sections addressing: the need for strategic human resources; strategies for managing and developing talent; human resources as a strategic function; and, implementing strategic change. The structure of the chapters tends to follow a systematic pattern of: general discussion; several case studies; key lessons; and, checklists followed by references.

It is encouraging to see that the title of the book uses the term “human resources” and not “human resource management”. The term “human resource management” is commonly used elsewhere but is misleading for a number of reasons. Firstly, the function of HR is not just about management, it is also about administration, information, advice and guidance. Secondly, HRM is often used as an abbreviation or shorthand to include human resource development and training – this is hugely incorrect and undermines the importance of training and development. Essentially, HR consists of two parts i.e. HRM and HRD, and both have equal standing but do not encompass the other. And, lastly, management is not the same as leadership and strategy and this is where Holbeche fills an important gap in the market.

The book itself might have given more attention to learning and development. Although chapter 17, “Creating a learning culture”, considers learning, it is in fact a broader perspective on the organization and largely focuses on the strong case for knowledge management.

Holbeche describes six key roles for HR: Attracting and mobilizing talent; building performance capability; creating healthy and successful organizations; building effective leadership; providing coherence; and, ensuring good governance. And, she concludes the book positively by stating that, “HR can and should be the key interpreter problem-solver and strategic catalyst with regard to people issues.”

Some sections of the HR community might be experiencing existential angst about the meaning and role of the HR function but Holbeche provides a remedy with sound, thoughtful analysis and directions for the future of the profession. The combination of Aligning Human Resources and Business Strategy with her book HR Leadership, provides plenty of intellectual and pragmatic backbone for the HR profession.

Reviewed by John P. Wilson, University of Sheffield, Sheffield, UK.

A longer version of this review was originally published in Industrial and Commercial Training, Vol 42 No 6, 2010.