By Edward E. Lawler
This is often the guts for potent Organizations’s (CEO) fourth nationwide research of the human assets (HR) functionality in huge businesses. it's the basically long term nationwide examine of this significant functionality. just like the prior reports, it specializes in measuring even if the HR functionality is altering and on gauging its effectiveness. The research focuses really on no matter if the HR functionality is altering to develop into a good strategic companion. It additionally analyzes how agencies can extra successfully deal with their human capital. the current research compares info from past experiences to info accumulated in 2004. the consequences express a few very important alterations and point out what HR must do to be powerful. Practices are pointed out that permit HR services to be excessive value-added strategic companions.
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Extra resources for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
Still, it is important for HR executives to realize that other managers may not share their view of the role the HR function plays in corporate business strategy. The role that HR plays in the strategy process does appear to be related to the strategic focuses of the organization. qxd 3/6/2006 2:39 PM Page 26 when HR plays an important role in strategy, the general trend is for all of the strategic focuses to be somewhat higher. When an organization has a strategy that is related to knowledge, it is particularly likely to have HR as a full strategic partner.
17 5. 3 6. 15 HR leaders identify unique strategy insights by connecting human capital issues to business strategy. 47*** HR leaders have a good understanding about where and why human capital makes the biggest difference in their business. 29* Business leaders have a good understanding about where and why human capital makes the biggest difference in their business. 16 Scale response: 1 = little or no extent; 2 = some extent; 3 = moderate extent; 4 = great extent; 5 = very great extent. 05) between HR executives and managers in 2004.
The ratio of HR staffing in this study is generally in line with those found in other studies. For example, the 2000/2001 BNA survey reports a ratio of 100 to 1 (BNA, 2001). This is essentially the same ratio they found in their 1996 survey. Thus, despite the introduction of information technology and the downsizing of corporate staff groups, there is no dramatic decrease in the size of the HR function relative to the rest of the organization. Why this is true is unclear at this point. It may reflect the increased importance of the function or simply that HR is a well-institutionalized part of most organizations that is difficult to reduce in size.
Achieving Strategic Excellence: An Assessment of Human Resource Organizations by Edward E. Lawler