By Edward E. Lawler
This can be the guts for potent Organizations’s (CEO) fourth nationwide learn of the human assets (HR) functionality in huge firms. it's the simply long term nationwide examine of this crucial 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 fairly on even if the HR functionality is altering to develop into a good strategic companion. It additionally analyzes how enterprises can extra successfully deal with their human capital. the current examine compares info from prior stories to facts amassed in 2004. the consequences express a few vital alterations and point out what HR must do to be potent. Practices are pointed out that permit HR services to be excessive value-added strategic companions.
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Extra info for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
Perhaps the most interesting finding in the table is the pattern of strong correlations between knowledge-based strategies and the HR strategy items. qxd 3/6/2006 2:39 PM Page 31 measures in its work. This finding is a further confirmation of the future importance of HR strategic activities, since more and more organizations are evolving knowledge-based strategies. 6abouther The other strategic focus that shows high correlations with HR strategy is organizational performance. This finding is confirmation of the relationship between human capital management and most organizational improvement approaches.
However, their business leaders are expected to bring a high level of sophistication to the decision process, in partnership with sophisticated strategic HR leaders who drive the ultimate decisions. 2 that focuses on business leader understanding of talent segmentation, present a consistent pattern. They are all strongly associated with the focus on growth, knowledge-based strategies, and performance. These strategic focuses often rely on integrating human capital with other resources. Thus, it may be important that business leaders have a good knowledge of human capital decision principles relative to information-based and quality/speed-based strategies that may focus more on one specific resource or outcome.
The degree of emphasis that a number of human resources activities are receiving and the involvement of HR in business strategy. 5. Human resources’ use of various organizational practices to increase efficiency and business responsiveness and the extent to which human resources is investing in a number of strategic initiatives to support strategic change. 6. The use of outsourcing and the problems that have been encountered in using it (new in 1998). 7. The use of information technology and its effectiveness (new in 1998, expanded in 2001).