Human Resources has to take on its role as a protagonist in organizational transformation processes

That would seem to be an obvious role but the reality of things is very different. The people are the core and the base of any organization in its development, survival, and consolidation of its success no matter how technological, modern, or state of the art it may be. It is in few organizations that top management gives the necessary relevance and status to those responsible for ensuring their people aspects.

We often see that those that lead the people matters in an organization are not included in the decisive and transcendental matters. It is not until the transformation processes have been defined that they see the need to include the people considerations. Finally near the end, the implications and impact that result from the decisions to change are considered.

Top management usually concentrates its efforts on revenue, finance, market, operations which they see as truly important and fundamental. They forget that to achieve desired results in those matters, they must be based on the main component: their people.

It is even quite notorious to see the hierarchical position given to those that lead Human Resources. They are, in general, who have the lowest salaries of the group that reports directly to the organizational leader.

There is another reality: since organizations, in their strategy, assign little importance to Human Resources, this area ends up dedicated to solely administrative and operational aspects of people management.

This has to change. To that end, both the organizational leader and the HR leader have to work together. The latter have to make sure their work is relevant, decisive, and contributes to organizational goals.