[Excerpt] The result of this missing ingredient is the basic reason for the variability that exists within the profession. In fact, a lot of business leaders do not clearly understand what HR is responsible or accountable for. Many are quick to relegate HR to social initiatives planning (e.g., United Way drives, company picnics), missing the value the function can provide to the business. In this paper I seek to address these issues by suggesting a four-factor framework for running the HR function like a business: (1) understanding the business HR is supporting, (2) developing a basic operating philosophy, (3) determining which HR products and services should be linked directly to business success, and (4) operating HR as a business.