By Edward E. Lawler
This can be the guts for powerful Organizations’s (CEO) fourth nationwide learn of the human assets (HR) functionality in huge organizations. it's the merely long term nationwide examine of this significant functionality. just like the earlier experiences, it makes a speciality of measuring no matter if the HR functionality is altering and on gauging its effectiveness. The research focuses relatively on no matter if the HR functionality is altering to develop into a good strategic companion. It additionally analyzes how firms can extra successfully deal with their human capital. the current examine compares facts from prior reviews to facts accumulated in 2004. the consequences exhibit a few vital alterations and point out what HR must do to be powerful. Practices are pointed out that let HR capabilities to be excessive value-added strategic companions.
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Extra resources for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
05) between 1998 and 2004. On balance, these data support the point that organizations exist in dynamic environments and have in place a variety of strategic and organizational initiatives to better position themselves to perform successfully. The human resource function, if it is to add value and act as a strategic partner, needs to help ensure that the organizational capabilities and competencies exist to cope with a dynamic environment. In order to determine how it is coping, we will look not only at how the human resource function is changing, but also at how changes in it are being driven by companies’ strategies.
05) between HR executives and managers in 2004. 3 also shows the relationship between the business strategy activities and HR’s role in strategy. Not surprisingly, the relationships are strong, which indicates that these activities are associated with the degree of involvement HR has in the strategy process. The weakest relationship for HR executives and the second weakest for managers is with recruitment and development of talent. One way of interpreting this finding is that talent management is an activity that HR does regardless of how involved it is in the strategy process.
At the other extreme is identifying new business opportunities: apparently, this rarely happens. 3abouther After the development of talent, the greatest level of activity concerns the implementation of strategy. HR executives report that they are particularly likely to be involved in designing an organization’s structure and in planning for the implementation of strategy. This is a logical area of involvement for HR, and it is hardly surprising that this is rated as a major involvement area for HR.