| For decades human resource professionals have been pursuing greater strategic positioning within the organizations they serve. Lack of business acumen is a key roadblock to greater strategic positioning and a common challenge in the human resource function. This qualitative study explores the causes of business acumen shortfall in the human resource function and how a sample pool of 12 senior human resource professionals with strong business acumen went about developing their business acumen. Among other screening procedures, a business acumen assessment instrument derived from the work of Dave Ulrich and Wayne Brockbank (2005) was used to confirm strong business acumen levels of each participant in the sample pool. Through a semi-structured qualitative interview process, data were collected and analyzed through the lenses of adult learning theory. Specific streams of theory that inform the conceptual framework of this study include transformative learning theory, experiential learning, self-directed learning, attribution theory, and motivation theory. Key findings of the study revel that upbringing and business experience prior to entering the human resource profession form core sources of motivation to do the work of developing and maintaining business acumen. Also, inhibitors human resource professional often face in developing business acumen have factors that are unique to the human resource profession. And finally, recommendations that are well supported with theory and exemplary practice are offered to four specific groups: 1) individual learners, seeking to develop business acumen; 2) human resource leaders, seeking to foster business acumen development in others; 3) recruiters and development practitioners, seeking for competencies to target in recruitment and development activities; and 4) other functions, seeking to apply findings and recommendations to functions other than human resources. |
