Many a times HR professionals feel their organizational leaders don’t recognize the strategic importance of

engaging HR as an internal consultant especially for people interfacing high impact business decisions. On the

other hand many line managers feel that it’s up the HR professionals – to sell their consulting skill to influence

business managers and position themselves as an internal expert. Most of the time, HR professionals end up in a

situation where they design interventions in consultation with their internal clients but finally get constrained while

implementing them because of lack of authority, loss of direction and support especially at transitioning time. As a

result, they may get frustrated with how to achieve their work goals while at the same time, help their clients

achieve theirs through a process of influencing without exercising formal authority. The problem that the set of

internal consultants often face at work situations is not lack of their HR functional expertise.