A strategic HR function cannot be simply decreed; it must be demonstrated. But how can HR evolve its role to be involved in the decisions that really matter? Between business challenges, artificial intelligence and supporting organisational change, HR now has new tools at its disposal to enhance its impact. An overview with Alexandra Liard, part-time HR Director and management trainer.
There remains a significant gap between the HR function as it exists today and the one that companies will need in the near future (by 2030). All too often, it is still limited to responding to short-term demands, playing a facilitating role that limits its impact on the company’s results. However, it can no longer confine itself to managing the present and the short term: it must prepare for «the next move». There is no doubt about it: the HR function has the capacity and the legitimacy to address broader and more strategic issues than day-to-day management. One key question remains: in practical terms, how can HR go about becoming a fully-fledged strategic partner within the organisation?
A strategic HR function that is attuned to business realities
The first step in this strategic repositioning is to gain a thorough understanding of the business realities in order to establish the link between people and performance. Indeed, the HR department must be capable of discussing figures, priorities and risks and not just compliance and procedures.
Here are a few effective measures to put into practice on the ground.
1/ To be in hands-on experience working alongside operational teams (sales, logistics, production, etc.). The aim is to understand the «operational pain points». For example: if you understand why a sales cycle is taking longer, you will know which soft skills the sales team is lacking.
And what about you – what was the first «operational pain point» you identified in the field this week?
2/ Attending business meetings: sales meetings, steering groups, performance reviews…
3/ Undertake a «job shadowing» through direct observation of workstations, to gain an understanding of what a job is really like beyond the theoretical job descriptions.
For which results/profits ?
In particular, these kinds of initiatives will enable you to:
- to identify needs at an early stage (staff shortages, social tensions, staff demotivation, etc.)
- to anticipate the risks of key staff leaving before a system goes live
Involving HR at an early stage enables organisations to turn people-related challenges into drivers of growth, rather than having to deal with them only once they have become obstacles to business operations.
[Interview]
Prescilia L., Head of Human Resources at an industrial company (180 employees)
How do you envisage your profession evolving between now and 2030?
The obsolescence of technical skills is accelerating with the roll-out of AI. This is why the company is investing heavily in soft skills, such as adaptability, critical thinking and active listening. These are, in fact, the only skills that stand the test of time. One of the main challenges of the role is to translate human issues into measurable performance indicators and into drivers of value creation for the company.
What role does AI play in your practice today?
AI presents an opportunity to increasingly free up staff from purely administrative tasks. By automating reporting, CV screening and other tasks, we free up 30 % of time for the HR team to support managers and develop strategic workforce planning and career development. In short, AI manages the data whilst people manage talent.
What motivates you to leave your office regularly and go out into the field?
It’s an effective way of comparing my Excel files with the reality of the various business units within the company. Out in the field, I become aware of operational pain points that nobody reports back to the HR department. For me, it’s also a way of stopping making assumptions and starting to know for sure. That’s how I see the role of a strategic partner.
Any advice for HR directors who want to make a difference but still feel stuck in a support role?
I’d say to them: «Tomorrow morning, don’t start with your emails. Go and see an operations manager and ask them, «What business challenge is keeping you awake at the moment?» Then, work out how you can solve that specific problem.» That’s how you’ll demonstrate in practical terms that every HR initiative directly boosts the company’s performance.
A strategic HR function that brings together business, technological and people-related issues
Against a backdrop of economic uncertainty and the accelerating pace of technological innovation, companies now expect the HR function to contribute directly to performance and decision-making.
HR data It thus emerges as a strategic tool for anticipating skills requirements, securing talent and supporting the organisation’s transformation.
Among the most practical applications is the’artificial intelligence It already helps to significantly reduce time-to-hire by automating certain stages of the recruitment process and improving the identification of suitable candidates.
Beyond the productivity gains, the challenge lies in channelling the time freed up into tasks with higher added value: supporting managers, skills development, and strategic workforce planning and career path management. Whilst AI is becoming a decision-support tool, its use nevertheless requires a clear governance framework and ongoing human oversight.
A few specific areas for attention regarding the limitations and HR risks associated with AI: the protection of employees’ personal data, the confidentiality of the information processed, algorithmic biases that may influence certain decisions, the lack of transparency in the tools, and the risk of excessive automation of HR processes. To get off to a smooth start, prioritise simple, low-risk applications (drafting job advertisements, summarising meetings, creating HR content) and systematically check the results before any dissemination or decision-making. These points for attention must form part of a clear ethical framework and congruent with the RH function.
Strategic HR: using AI as a driver of performance
[Case study]
AI-driven solution: from semantic analysis of CVs (skills, experience) to candidate identification (shortlisting)
Scope: managerial and non-managerial roles, over a six-month period, 1,200 applications analysed
Results:
- up to 70 % in time saved on the initial screening
- shortlists ready in a matter of hours rather than several days
- AI-assisted CV screening: a 45 % reduction in pre-selection time
- Skills-role match: +22 % in terms of the relevance of shortlists
Estimated ROI: –25 % in HR operational costs over the 6-month period
Business challenges:
- reduce the time-to-market for new products and services
- secure critical skills over a 3–5-year period
- to reduce the costs associated with staff turnover and emergency recruitment
- accelerate digital transformation
→ HR data is becoming a direct driver of business performance, rather than simply a tool for managing HR.
«The HR director of 2030 is no longer someone who manages people as a resource, but someone who orchestrates human capital as the main driver of business agility.»
[Training]
Would you like to integrate AI into your day-to-day working life whilst assessing the opportunities and risks of this transformation? Find out more about the training programme Integrating AI into HR practices.
[Also read]
What is the real impact of artificial intelligence on the workplace? What new roles and skills are emerging from this revolution? Discover the ORSYS white paper The new AI professions - The impact of AI on professions.
Develop a tactical approach that engages the organisation
Here is a 3-step tactical action plan which the HR department can use to engage the whole organisation and demonstrate the strategic value of its initiatives. It involves:
- active engagement of managers and staff in a project
- a stronger perception of the HR department as a strategic and forward-thinking player
- a model that can be replicated for other company-wide initiatives
Case studies
Background: CSR training programme for staff in a marketing department
Objective: to obtain certification
| Steps | Key actions | Objectives/Impacts | Concrete examples |
| 1 – Identify and engage | Identify stakeholders Understand priorities and needs Set up an HR/business committee | Involve stakeholders from the outset to build support | Joint steering committee to co-develop the CSR training programme |
| 2 – Demonstrate strategic value | Leveraging evidence and indicators: Demonstrating the impact on performance and engagement Communicate regularly | Demonstrate that HR delivers tangible and measurable results | Success figures Staff testimonials Launch of the CSR initiative |
| 3 – Monitor and adjust | Adjust actions in line with feedback from the field Recognise successes promptly | Maintaining commitment and credibility Creating a «network» effect» | Monitoring participation and satisfaction; sharing success stories in the internal newsletter |
The three pillars of success
1/ Immersion
Understanding «operational pain points» to align HR with the business
2/ Technology
Using AI to free up time and improve the accuracy of decision-making
3/ ROI
To demonstrate the direct impact of HR initiatives on overall performance
What about you – is your HR function already strategic?
Tick the statements that apply to your situation:
| HR is involved in the company’s strategic decisions (growth, transformation, organisation, skills). | ☐ |
| We have reliable HR indicators that are monitored regularly to inform management decisions. | ☐ |
| Skills and talent management is proactive, rather than merely reactive to immediate needs. | ☐ |
| Managers receive support from HR in addressing challenges relating to performance, engagement and transformation. | ☐ |
| HR projects are directly aligned with the company’s business objectives. | ☐ |
Results:
- 0 to 2 boxes ticked: your HR function is still primarily operational. There is significant potential to strengthen its strategic impact.
- 3 to 4 boxes ticked: your HR function is committed to a strategic approach, but there are still some areas that need to be strengthened.
- 5 boxes ticked: your HR function is already fully fulfilling its role as a strategic partner for performance and transformation.
In conclusion, the shift from being a support function to becoming a strategic partner represents a genuine cultural transformation. Becoming a strategic HR function means stepping out of the office to gain a first-hand understanding of the front line, embracing technological tools such as AI to free up valuable time, and speaking the language of business performance. As such, the HR department is no longer content merely to follow strategy: it is an integral part of the team that defines it and makes its implementation possible.
