Human Resource Champions: The Next Agenda for Adding Value and Delivering ResultsHarvard Business Press, 30. okt. 1996 - 304 sider The author argues that the roles of human resource professionals must be redefined to meet the competitive challenges organizations face today and into the future. He provides a framework that identifies four distinct roles of human resource professionals: strategic player, administrative expert, employee champion, and change agent. He includes many examples to demonstrate that human resource professionals must operate in all four areas simultaneously in order to contribute fully. He urges a shift of these professionals' mentality from "what I do" to "what I deliver" and makes specific recommendations for how individuals in human resources can partner with line managers to make organizations more competitive. |
Innhold
| 1 | |
The Changing Nature of Human Resources A Model for Multiple Roles | 23 |
Becoming a Strategic Partner | 53 |
Becoming an Administrative Expert | 83 |
Becoming an Employee Champion | 123 |
Becoming a Change Agent | 151 |
HR for HR | 189 |
Whats Next? | 231 |
Notes | 255 |
| 273 | |
About the Author | |
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Human Resource Champions: The Next Agenda for Adding Value and Delivering ... Ingen forhåndsvisning tilgjengelig - 1997 |
Vanlige uttrykk og setninger
accomplish action add value administrative experts align Amoco assessment balanced scorecard become business partners business strategy business units C.K. Prahalad capacity for change centers of expertise challenges change agents Clorox competence competitive corporate create value culture change customers Dave Ulrich define demands employee champion employee commitment employee contribution ensure example expectations firm firm's focus focused future Gary Hamel global Harvard Business Harvard Business Review Harvard Business School Hewlett-Packard HR community HR executives HR function HR organization HR practices HR processes HR professionals HR roles HR services HR strategy Human Resource Management Human Resource Planning identify implement improve initiatives integrated intellectual capital leadership learning line managers managers and HR organizational architecture organizational capabilities organizational diagnosis percent Pete Peterson priorities programs questions reengineering requires responsibility service centers shared mindset shared service organization staff staffing Steve Kerr strategic HR strategic partners tion transformation vision
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