Corporations
are undergoing dramatic changes that have significant implications
for how human resources are best managed and organized. There
is growing consensus that human capital is critical to an organization’s
success. But how should the HR function itself be organized? Is
change in HR keeping pace with organizational change overall?
Creating
a Strategic Human Resources Organization reports the findings
from a 6-year longitudinal study of whether and how the HR functions
in large corporations are responding to the challenges and opportunities
posed by the changing business environment. The book identifies
the changes that will be required in order for HR to become a
true strategic partner, and suggests why, in too many companies,
this transition is not occurring. It examines the paradoxical
roles played in this transition by the focus on talent management
and the application of IT capabilities, and proposes a new way
of conceptualizing HR as providing three service lines. It finds
that the most effective HR teams are substantially changing their
mix of activities to become knowledge-based contributors to organizational
strategy and effectiveness.
The
authors conclude that HR is at a crossroads, and will either have
to face up to these challenges or become a marginal contributor
to corporate success.
The
study was carried out at the Center for Effective Organizations
in the Marshall School of Business at the University of Southern
California, and was funded by the Human Resource Planning Society
and the corporate sponsors of the Center for Effective Organizations.
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this book at amazon.com
