HR’s Role in Strategy Design: In the Driver’s Seat or Along for the Ride?

HR’s Role in Strategy Design

For years, HR has been told to “get a seat at the table.” But when it comes to strategy design, the question isn’t just if HR should be involved—it’s how and when.

Too often, HR is seen as the team that delivers the people side of a strategy, not one that helps shape it. By the time the plan reaches them, the direction has already been decided—and HR is asked to “make it happen.” This reactive role limits HR’s impact and misses a crucial truth:

People are the strategy.

Why HR Belongs at the Strategy Table

Any strategy—whether it’s about growth, innovation, digital transformation, or operational efficiency—relies on people to bring it to life. Skills, structure, leadership, culture, change readiness—these are all HR domains. Without them, strategy remains theory. HR brings a unique lens to strategy conversations:

• A deep understanding of the workforce and its capabilities

• Insight into culture, values, and change readiness

• The ability to forecast talent needs and risks

• Influence over how leadership behaves and engages others

  
  

When HR is involved early, the strategy is more likely to be grounded in reality, aligned with the organisation’s culture, and capable of being activated effectively.

Should HR Lead Strategy?

Not always. But HR should be co-owning it—partnering with the CEO and business leaders to design strategy through a people-centered lens. In some organisations, especially those undergoing transformation, HR can and should take a more proactive leadership role. The key is not about dominance—it’s about integration. HR’s role isn’t just to align with strategy; It’s to challenge it when necessary. To ask, “Do we have the leadership for this?” or “What are the human implications?” That kind of thinking strengthens strategy, not derails it.

From Passenger to Co-Pilot: How HR Can Get Involved

1. Show up with data and insight Go beyond HR metrics. Bring workforce analytics that tell a story about risks, gaps, and opportunities tied directly to business outcomes.

2. Speak the language of the business Avoid HR jargon. Frame your ideas in terms of revenue, market share, customer experience, or operational efficiency.

3. Be proactive, not reactive Don’t wait for an invite. Start the conversation. Share trends, ideas, or scenarios that could shape future strategy—even if they’re not on the agenda yet.

4. Build credibility through delivery Execute flawlessly on what you own. When HR is seen as reliable, insightful, and future-focused, leaders listen.

5. Align people initiatives with strategic intent Make it clear how talent, leadership, culture, and capability work contributes to broader business goals.

   
   

Final Thoughts

HR has a powerful role to play in strategy design—but only if we claim it. It’s not about waiting to be brought in or demanding to lead. It’s about being a thoughtful, evidence-based partner who sees around corners and connects strategy to the human realities that will make or break it. Strategy isn’t just about where the business is going. It’s about who is going to get it there—and how. That’s HR’s lane.

#strategydesign #peopleandculture #hr #strategyconsulting