By Edward E. Lawler
This is often the heart for powerful Organizations’s (CEO) fourth nationwide learn of the human assets (HR) functionality in huge organizations. it's the simply long term nationwide examine of this significant functionality. just like the prior reports, it specializes in measuring no matter if the HR functionality is altering and on gauging its effectiveness. The learn focuses relatively on even if the HR functionality is altering to develop into a good strategic associate. It additionally analyzes how businesses can extra successfully deal with their human capital. the current learn compares facts from prior reviews to information amassed in 2004. the implications convey a few very important alterations and point out what HR must do to be powerful. Practices are pointed out that let HR features to be excessive value-added strategic companions.
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Extra resources for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
This finding is consistent with the results of the 2001 survey. The respondents were asked to state the background of the current head of human resources. 9 percent of cases, the top human resources executive came up through the human resources function. 1 percent of cases, these executives came from functions including operations, sales and marketing, and legal. This result is similar to findings of the 2001 survey. Why do some firms continue to place executives in charge of the human resources function who are not “traditional” human resources executives?
Finally, it is worth noting that HR is not likely to be involved with the corporate board in discussions of business strategy nor in identifying new business opportunities. 3 also shows how managers rate the involvement of HR in business strategy. The results here are consistent with the earlier finding that managers in general tend to see less involvement of HR in strategy than HR executives do. All but one of the items are rated lower by managers than by HR executives. However, only two of the differences reach statistical significance.
The relatively strong focus on resource efficiency is not surprising, given the cost challenges that most organizations faced in 2004. 1. HR Organization — Current HR Organization HR Service Teams Centers of excellence provide specialized expertise. HR teams provide service and support the business. HR systems and policies are developed through joint line/HR task teams. Decentralization Decentralized HR generalists support business units. HR practices vary across business units. Very small corporate staff — most HR managers and professionals are out in businesses.
Achieving Strategic Excellence: An Assessment of Human Resource Organizations by Edward E. Lawler