Many executives hold a traditional view of HR managers as personnel administrators rather than strategic business partners who should have a seat at the table and be involved in strategic business planning from its initial states through to implementation and monitoring progress. If you were the HR manager in such an organization, what actions would you take to ensure that you and your department were taken seriously as valued components of the organizational hierarchy, and how might you prove your worth to organizational leadership? Describe how you would identify key business strategies and link to them viable HRM strategies that will help the organization reach its goals more easily. Include examples in your response.