This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.

1. How HR can get a seat at the
CEO strategy table

2. You shouldn’t just have a “seat at the table” you
should be the one who helps build “the table.”
•Connoisseurs of Talent!
•Organizers of Genius
•Rigorous Recruiters of Excellence
•Agents of the “Rock Stars” of talent
•HR Strategy=Business Strategy
When you are seen as the key source for bringing in
and growing world class talent–you will have
incredible power because you will add massive
bottom-line value

3. Microsoft The IBM 16 Billion
Dollar Strategy
 Total World Domination  Collaborative Partnerships with
 The Top 5% Customers
 Bet the Company  Drive Unique value and GROWTH
 Require Failure through Innovation and Creativity
 Managers are Qualified  Investing People
 Perform, Perform, Perform  Leverage Talent/ Knowledge
 Shrimps vs. Weenies through Communication and Trust
 Stop the Insanity

4. Lessons from 7 top CEOs
Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton
 Have an outside-in perspective
 Be deeply passionate about your job
 Understand the importance of culture
 Create or adapt next generation products,
processes and solutions
 Implement the best ideas regardless of origin

5. What does the CEO’s have to say!
Siddharth Chaturvedi Infosys-Bangalore,
India
 Understand your  “I define strategic HR as the linking of
organization’s business human resources with strategic goals and
objectives in order to improve business
 Strategic HR Share performance and develop an organizational
responsibility of the culture that fosters innovations and
flexibility.”
business goals
 Know the HR business  The new breed of HR managers need to
thoroughly understand and know how to measure the
 Run the HR department monetary impact of their actions, so as to be
able to demonstrate the value added
like a business contributions of their functions.
 HR professional become strategic partners
when they participate in the process of
defining business strategy by asking
questions that move strategy ahead and when
they design HR practices that align with the
key business strategies to deliver
measurable competitive advantage and ROI.

6. Strategic HR What did it all say?
 You must deeply understand how the business works
 You have to add value that no one else brings
 You have to be able to clearly measure the real
impact you have on revenue, profitability and market
share
 You have to be thinking about where the business
will be five years out–but putting in the place today
the plans, process and people that will get it there
 You will get a seat at the table when you personally
add so much value that they wouldn’t dare have a
strategy meeting without you there ---regardless of
what your title might be..!

7. Thank you
Rashmi Rawat
Roll Number 38
Strategic Managerial Practices
(Paper VIII)