In a bantering way, Hammonds seeks to explain how come the promise to become a strategic partner by Human Resource function has not extradited and that is the reason why organizations and their employees have little, if any, honour for the work handled the HR department in their respective organizations. Hammonds conveys and elaborates on four principal factors to affirm his point.
1- HR persons aren’t the astutest tacking in the box. “…Business insightfulness is the exclusive greatest element that missed by the HR professionals in the U.S. today.” Sums up in one line by Anthony Rucci, EVP at Cardinal Health Inc., There has a broadening difference between the potentialities of those doing work in HR and the enterprise insightfulness required by them to become productive strategic partners in an organization. The integral duty of Human Resource department is to assist the corporate aims of business concern; consequently, they will not be capable to do this satisfactorily if HR does not empathize each factors of business. Soft skills will not work until unless these skills must be applied in context of use with the strategic purpose of the business concern.
2- In-stead of value Human Resource goes after efficiency. A significant amount of time HR department spends describing efficiency criteria specified the portion of work force with progressed training or the satisfaction level of employee because they are more facile in measurement than the affect of those bottom line activities by organization. These activities and metrics are crucial to recognise as fenced by HR department, but those activities/systems of measurement don’t found in a Hoover. Any activity or program that supported by the HR department carries out must add value to the firm and assist it attain increase functioning. Like wise as the metric function ROI explains the affect on an individual’s investment or a business concern’s bottom line, that is why HR must acquire an alike measurement function to infer the financial affect on the success of an organization Human Resource activity brings.
在一个玩笑，哈蒙德试图解释如何来成为人力资源职能战略合作伙伴承诺没有引渡这就是为什么组织和他们的员工很少，如果任何原因，对于工作荣誉处理人力资源部门在各自的机构。哈蒙德传达并阐述了四个主要因素肯定自己的观点。
1小时的人不是astutest缝在盒子里。“……业务洞察力是唯一的最大元，错过了人力资源专业人士在今天的美国。”总结在一行的执行副总裁安东尼Rucci，卡地纳健康公司，有一个扩大的差异做人力资源潜力，要求他们成为组织生产的战略合作伙伴企业的洞察力之间的。人力资源部的整体任务是帮助企业关注企业的目标；因此，他们将不能够做这个令人满意的人力资源不能理解业务的各个因素。软技能将不会工作，除非这些技巧必须应用于使用的企业战略目的语境。
2在价值追求代替人力资源效率。人力资源部的时间大量花费描述效率标准规定的工作力部分进行培训或员工的满意度水平，因为他们更容易在测量比那些底线的活动组织的影响。这些活动和度量是承认被人力资源部的关键，但这些活动/系统测量不在胡佛发现。任何活动或项目，由人力资源部门的支持下进行必须增加公司的价值和帮助它达到增加功能。同样作为度量函数ROI解释一个人的投资或经营的底线的影响，这就是为什么HR必须获得相同的测量函数推断对人类组织资源活动成功带来的财务影响。
