In the hit TV show The Office, Michael Scott’s comically hostile relationship with HR rep Toby Flenderson was played for laughs but it struck a chord with many professionals. While exaggerated, the tension highlighted a real perception problem in corporate America: HR is often seen as a barrier rather than a strategic partner.
Changing that mindset is both necessary and possible. When I joined Brighton Health Plan Solutions (HPS), HR wasn’t viewed as integral to the company’s growth. Over time, that perception transformed. Our CEO, Jim Cusumano, now sees HR as essential to business success—and the same can happen in any organization.
Below are actionable strategies that helped me evolve HR’s role from an operational necessity to a strategic force in the business.
How HR Can Become a Business Partner
1. Learn the Business Inside and Out
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HR leaders must go beyond policies and compliance—they need to understand the company’s mission, products, and pain points.
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Immerse yourself in the markets your business serves, and understand what expansion or growth means from a talent and compliance standpoint.
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Strategic HR leaders tie talent acquisition, development, and retention directly to business outcomes.
2. Connect People to Business Goals
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HR may not sell or market products, but it enables the people who do.
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Create alignment between employee goals and business objectives.
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Stay ahead of workforce needs with benefits, tools, and resources that support employee performance.
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At Brighton HPS, we customize our internal benefits offerings based on what we deliver to clients, reinforcing alignment between our people and our product.
3. Meet Frequently With the CEO
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Consistent communication builds trust and reinforces HR’s role in strategic discussions.
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Jim and I meet daily—from formal planning to quick syncs, reinforcing alignment across people and business functions.
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Even if daily meetings aren’t realistic, make yourself an essential, informed advisor your CEO can rely on.
4. Lead With Thoughtful Strategy, Not Just Speed
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Innovation is exciting, but successful execution requires a solid operational foundation.
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Before launching new initiatives, evaluate: Do we have the right systems, people, and support to sustain this?
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It’s okay to say, “Let me give it some thought”. This builds credibility, avoids missteps, and shows strategic patience.
5. Put People at the Center of Every Decision
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As companies scale, preserving culture and connection becomes even more important.
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At Brighton HPS, Jim and I personally meet every new hire during onboarding and stay connected through milestone celebrations.
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These practices aren’t just symbolic—they reinforce HR’s value as the steward of culture and employee experience.
HR as a True Business Ally
When executives see HR leaders engaging in business strategy, contributing to growth, and championing people, perceptions begin to shift. My partnership with Jim wasn’t built overnight—it took time, consistency, and a shared belief in the role HR can play in shaping the company’s future.
Disagreements still happen, but we face them head-on, knowing we’re working toward the same goals. If HR leaders want to be seen as indispensable, they need to build relationships, understand the business, and lead with clarity and courage.
You don’t need 20 years to get there. The sooner you align HR’s vision with the CEO’s, the sooner HR becomes not just a department—but a driver of success.
Source – HR Executive
