In the last decade there has been an increasing interest in the role of people management in formulating key business decisions. This book offers a counterbalance to the predominant view that Human Resource and Personnel managers have little influence in the strategy making process. The research in this volume is based on original studies of sixty organisations. The authors examine the presence of Personnel / HR directors on different types of board in both private and public sectors, in small to medium sized firms. Through analysis of case studies, they examine: * The involvement of Personnel / HR directors in strategy formation and implementation. * Their informal power and influence on decisions. * The multi-directional nature of strategy formation. * The importance of the attitude of the Managing Director or Chief Executive to the status and role of Personnel / HR. * The proactive strategies which can persuade the senior management of the importance of Personnel / HR in adding value to businesses. The book offers guidance to Personnel / HR managers aspiring to raise their status in organizations, as well as an indication of the future development of the role of the people management at the highest levels of business. It will be essential reading for all those with a professional or academic interest in Human Resource Management and employment relations.