Traditionally, human resource has been considered a factor only after the strategic business decisions are made. Human resource issues were not even discussed during the decision to purchase the business. One human resource executive put it succinctly when he said “the line job is to tell us where the business is going and then it is up to us to find the people to develop.” Companies like GM and AIG are some of the example when they sour large number of their stake because they had not considered the human resource implication of their purchase.However, companies such as IBM, GE, and Intel use of human resource management as an integral part of strategy formulation. Indeed, many companies have begun to require the human resource component in their strategic plan. Where they begun a great deal of experimentation and problem solving to decide what data are required, what issue should be considered, and how they can relate to the various aspect of the business.The major emphasis in strategic planning has doubtless been on formulation. This led to a conclusion up until 1980 that much time and thought had gone into analyzing and planning strategy yet very little into implementation. But after 1980 it changes to the effective implementation of the strategy. i.e getting people to do the right things to make strategies happen. In this respect, the human resource tools become central and focus.