Making a business impact. Transforming the organization’s culture. Driving business performance. HR leaders know they add value on these levels all day and every day. But what’s missing? For some, it’s getting a permanent seat at the executive table and functional recognition.

Recent studies, articles, and blog postings point to a serious disconnect between business executive perceptions of HR and the realities.

The Deloitte and Economist Intelligence Unit (EIU) global and cross-industry Aligned at the Top survey said that 85% believe people are vital to performance but only 3% consider their organization as world-class in HR and only 23% percent believed HR plays a role in strategy and results.

So are those old executive perceptions of The Personnel Department primarily taking care of problem employees, company picnics, and payroll still around? If so, they risk embarrassment in the face of all the successful HR transformations and business impacts we have seen with on demand talent management.

In any case, these findings created quite a reaction and online outpouring.

Workforce Management published the provocatively titled article: Business Leaders Don’t See HR as Key to People Strategies.

Thomas Otter on the Vendorprisey blog challenged people to respond.

Jason Corsello of Knowledge Infusion offered three reasons in his Human Capitalist blog: HR was lacking talent inventory, strategies, and business case articulation.

Jim Holincheck from Gartner underlined the importance of strategy in Will HR Ever Be Strategic? and offered some fine real-world examples of positive direction.

The symptoms of HR perception malaise can be seen in many organizations. The recovery begins with a strategic tone and holistic understanding of aligning talent to business initiatives and measuring performance. This understanding must go from high level business goals and team architecture all the way down to filling an individual contributor role in a specialized function.

Talent management processes and technology provide the ongoing therapy for formalizing strategies and executing vigorous workforce plans that show direct alignment between talent and the business.

That way, HR leaders can stand tall when they present measurable results using consistent talent management solutions and strategic performance management practices. And reading all the reactions and sore points, it sounds like it’s time for a backbone adjustment. Out with the old and in with the new.