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The advent of fundamental changes in processing systems towards leanmanufacturing has coincided with a period of transition within the fieldof people management. Many companies are adopting lean approaches,either through their own or through their major customers′ volition. Formany this is a potentially fraught route, lined with possibledifficulties. This transition, however, can offer personnelpractitioners and business managers an opportunity to assess areas ofpotential synergy between their lean processes and their peoplepolicies, a chance to examine the different paradigm offered by thisapproach. This article examines the implications on human resourcestrategy and policies of lean processes and highlights the major areasof transition.