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In any sane world, Human Resources would be central to business strategy. For most organisations, people are both the biggest cost, and the biggest influence on performance. Getting more from your people is a direct route to success.
But in practice, even forward-thinking HR leaders can find themselves held back from this strategic role, by three main factors:
HR colleagues are frequently dragged away from strategic activities into day-to-day transactional and ER work.
People data is too vast, or not granular enough, to gain meaningful insights; it’s useful only for benchmarking.
