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usiness is about profitability and business leaders focus on increasing their customer base by providing better products and services and increasing shareholder value. Developing and executing strategies to realise these goals is directly related to people; this is where HR comes in to assist business leaders in strategic decision making that involves 'people'. Globally, HR professionals have transitioned from purely 'personnel' roles to being specialists with expertise in recruitment, compensation, training and development. They have evolved from performing supporting functions to being business partners who contribute to business success. To contribute to business strategy effectively, HR professionals should consider the following. Moving outside-in. HR transformation is about contributing to business success. To this end, HR's internal functions should be able to match the expectations of people outside the company, such as customers/clients and investors. If HR's activities within the firm do not create value on the outside in terms of improving the company's ability to attract, serve, and retain customers and investors, it has failed. Understanding the business. To be a business partner, HR needs to understand the nuances of the business. This includes understanding customer needs and investor motives; it involves gaining insights into market mechanisms, demographics and technological trends and having a good grasp of political and regulatory matters and how these can and will affect the organisation. Creating value. Good HR practices that create value should be reflected in the company's balance sheet. Prudent investment in individual ability (talent) and organisational capability (culture) to create an appropriate HR structure, recruit talent, encourage professionalism, engender leadership and establish tracking measures, will eventually lead to the company meeting customers' and stakeholders' expectations.
- Jason Pereira The writer is an HR professional multinational company.

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