Getting a “seat at the table” has been coined for years as one of HR’s biggest struggles and opportunities to be seen as a strategic group within the organization. After exploring this issue for quite some time, many argue, “most human-resources professionals aren’t nearly there. They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders,” wrote Keith Hammonds, former Fast Company deputy editor, in 2005. Many continue to challenge the tactical view of HR and suggest what HR can do to earn that seat at the table.