• Megan Astrid James

Human resources (HR) leaders have been told repeatedly that they must earn a “seat at the table” with top management in order to play a significant role in the development of organisational strategies and business success (Sacht, 2002). Ulrich (2002) states that “human resources has to take on a more strategic role moving away from its focus on exclusively people and talent to helping line management building capabilities to grow the business”.
Read more...