The first barrier that HR professionals face is inadequate resources for proper planning. HR transformation requires proper grounding within the contexts of the overall business demands. The second challenge is that for HR isolation. Evidently, HR transformation requires alignment with the overall business transformation. There need be a way of embracing strategic focus through adding value to the entire business as compared to the simple optimization of HR as a business function (Losey, Ulrich &Meisinger, 2005). In addition, HR practices have to be integrated with all other key business results for delivering lasting value. It is also clear that leading HR through individual fiat is a major hindrance. For this reason, HR transformation has to be connected to the success of the company, not as an individual champion.
The foreseeable impacts of HR professional in attaining a "place at the table" include restructuring from less administrative roles into the more strategic roles. On the other hand, HR managers will be in a position of proving their effectiveness through superseding expectations and understanding of international business practices while promoting cultural diversity across the organization (Losey, Ulrich &Meisinger, 2005). This includes enabling the strategic managers understand the contributions of people to the core organization business hence becoming partners with fellow line managers.
References
Losey M, Ulrich, D and Meisinger, S (2005), “The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow”, John Wiley & Sons.
William J. Rothwell, Robert K. Precott and Maria W. Taylor (2008), “Human Resource Transformation,”Davies-Black Publishing, California
