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#1 The human resources architecture of a company is the sum of the HR function, the broader HR system, and the resulting employee behaviors. It is difficult to measure the influence of HR on a company's performance, because HR's strategic assets are difficult to copy.

#2 The problem with HR is that its impact on firm strategy is difficult to see. However, this is also what makes it a prime source of sustainable competitive potential. Human resource managers must understand the firm's strategy and the implications of that strategy for HR.

#3 The most effective way for HR managers to contribute to the firm's strategy is to develop a measurement system that demonstrates the impact of HR on business performance.

#4 Strategic partnering with the HR department is not just a way for HR practitioners to justify their existence, but also a way for them to add value. If the HR function can't show that it adds value, it risks being outsourced.