By Edward E. Lawler
This is often the guts for powerful Organizations’s (CEO) fourth nationwide research of the human assets (HR) functionality in huge agencies. it's the basically long term nationwide research of this significant functionality. just like the earlier reviews, it specializes in measuring even if the HR functionality is altering and on gauging its effectiveness. The examine focuses fairly on no matter if the HR functionality is altering to turn into a good strategic accomplice. It additionally analyzes how companies can extra successfully deal with their human capital. the current examine compares facts from prior reports to info amassed in 2004. the consequences convey a few vital alterations and point out what HR must do to be powerful. Practices are pointed out that allow HR capabilities to be excessive value-added strategic companions.
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Extra info for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
2. 05) for role in strategy a more important role than they in fact play. The same type of difference might very well appear with any function that is studied. Marketing and finance executives, for example, may see themselves as playing a greater strategic role than would individuals not in those functions. Thus, HR executives may simply be doing what most people do— overestimating their importance. Still, it is important for HR executives to realize that other managers may not share their view of the role the HR function plays in corporate business strategy.
As long as these business units are related, perhaps because they rely on common technology, serve similar customers, or distribute through a common channel, companies usually have a centralized HR function. Here, the HR challenge is to organize the function to allow businesses to pursue their unique needs and strategies while providing economies of scale and a foundation for integration across the businesses where it is desirable. When a company diversifies to the extent that it houses a number of quite different businesses that have different markets, technologies, and distribution channels, it usually is organized into groups or sectors, each of which houses a number of related businesses.
17 3. 29** 4. 25* 5. 22* 6. 24* HR leaders identify unique strategy insights by connecting human capital issues to business strategy. 12 HR leaders have a good understanding about where and why human capital makes the biggest difference in their business. 09 Business leaders have a good understanding about where and why human capital makes the biggest difference in their business. 001 that emphasize knowledge-based strategies may have business leaders who rely on HR leaders to make key human capital decisions.