For many organisations, the human resource function is seen as an adjunct to the main functions of business in terms of its overall vision, mission, values, goals, and objectives, or in short, its strategic thrusts. This research suggests it is in the best interests of the human resource department (HRD) to embrace the business as a strategic partner and more closely align the different HR functions towards the overall: vision, mission, values, goals, and objectives of the business. The above-mentioned approach and repositioning of HR vary significantly from the more traditional approach of HR, where the planning typically only takes a 1-year time horizon into account when preparing its annual HR plans and budgeting forecasts. The purpose of this paper is to investigate the existing literature pertaining to the strategic human resource management/planning (SHRM/P) model and the synergistic role it plays towards furthering the strategic planning of the business in which it is positioned. After a review of the literature in this field, the SHRM/P model is considered to be a key determinant and driver towards the overall success of businesses that adopt such an approach. In clearly aligning all the key HR practices and policies towards the business’s overall strategy, the role of HR is more clearly brought to the fore. It changes from a support function into a far more strategically focused entity, serving as a joint partner in ensuring that the business meets its objectives, through the strategic alignment of all HR interventions through its SHRM/P model.