While there is significant evidence to suggest that the alignment of Human Resources (HR) and Information Technology (IT) is desirable and likely to contribute positively to the realization of benefits from IT systems, there is little discussion on how to achieve alignment. This paper examines evidence from three organizations implementing ERP systems and uses a model of social alignment as a lens through which to observe the activities and actions of executives’ to provide insights into how enabling and inhibiting factors impact the alignment process and who should take responsibility to ensure that the implications of the IT strategies are understood and the appropriate HR strategies applied.