A recent article from HBR on HR’s seat at the table—or lack thereof—argues that HR has been underperforming for years. Our own research shows that HR too often lacks the information or insights to be truly strategic.

This lack of insight into workforce data may be part of the reason HR still is not a strategic arm of most companies. Our surveys show that only half (52%) of executives say workforce issues drive strategy at the board level, and nearly one-quarter say that workforce issues are an afterthought in business planning.

What can executive leadership and HR do to drive the company forward? According to Carol Anderson at HBR, it’s about taking a holistic approach to talent:

All of the sub-disciplines of HR—recruiting, employee relations, performance management, compensation and benefits, and learning & development—have to work together to figure out what customers (the employees and leaders of the organization) need, educate them on risk, and engage them in the right solutions. HR cannot afford to think in silos, offering ‘products and services’ that simply add work to the already overburdened front-line manager.

You can read the full article here.