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The demand for organizational accountability has never been
greater. The future of work, talent, and employment are changing at
an unprecedented pace, and organizational decisions about how to
invest in people are under increasing scrutiny. Leaders realize
their decisions about human resources are crucial in an uncertain
and interconnected world, yet decisions about people remain among
the least systematic and evidence-based, compared to resources such
as money and technology. Investing in People draws upon
state-of-the art practice and research across disciplines including
psychology, economics, accounting, and finance to provide HR
professionals and leaders with proven guidelines for evaluating key
HR initiatives. It is based on a comprehensive framework that
clarifies and supports strategic linkages between investments in
human capital and important outcomes that senior leaders most care
about, such as talent acquisition, engagement, learning, customer
service and higher financial returns. Readers will master crucial
foundational principles such as risk, return, and economies of
scale and use them to evaluate investments objectively in
everything from work/life programs to training. Also included are
powerful ways to integrate HR with enterprise strategy and
budgeting and gain decision buy-in from business leaders outside
HR.
As a field, human resources has been slow to evolve, despite a
great need and opportunity for change. Human Resource Excellence
delivers the newest findings about what makes HR successful and how
it can add value to today's organizations. Tracing changes in a
global sample of firms across the US, Europe, and Asia, this
landmark volume provides an international benchmark against which
to measure a company's HR practice. For over twenty years, USC's
Center for Effective Organizations has conducted the definitive
longitudinal study of the human resource management function.
Analyzing new data every three years, the Center charts changes in
HR and offers guidance on how human resource professionals can
drive firm performance. In this latest survey, Edward E. Lawler III
and John W. Boudreau conclude that HR is most powerful when it
plays a strategic role, makes use of information technology, and
has tangible metrics and analytics. Their insights offer an
essential understanding of HR's changing role in strategy, big
data, social and knowledge networks, and the gig economy.
"Achieving Excellence in Human Resources Management: An Assessment
of Human Resource Functions" is the Center for Effective
Organizations' (CEO) fifth study of human resources in large
corporations. The only long-term analysis of its kind, this text
compares data from CEO's earlier studies to data collected in
2007--12 years of data in total. Like CEO's previous research, this
project measures whether the HR function is changing and on gauging
its effectiveness. Edward E. Lawler III and John W. Boudreau pay
particular attention to whether HR is changing to become an
effective strategic partner. They also analyze how organizations
can more effectively manage their human capital. The results show
some important changes, and indicate what HR needs to do to be
effective in the years to come. The text identifies best practices
and effective organizational designs. This is a must-read for
scholars and practitioners engaged in Human Resource Management.
" Achieving Strategic Excellence offers a unique and practical
perspective based on solid research on how HR impacts business
success. The inclusion of data from senior line managers adds a
dose of reality to how the HR function has actually changed. This
important work is a must-read for HR professionals as well as
business leaders seeking to maximize human capital." -- Daryl D.
David, Executive Vice President, Human Resources, Washington
Mutual, Inc.
" This latest update of CEO's longitudinal HR study provides almost
a decade of perspective on the challenges and changes in the HR
function. HR leaders in all industries and stages of career
experience will find Lawler, Mohrman, and Boudreau's conclusions
insightful and provocative with some interesting twists. The
strategic HR journey continues . . ." -- Mary Eckenrod, Chair
Elect, The Human Resource Planning Society; Vice President, Global
Talent Management, Kraft Foods
Hardbound. As we approach the new millennium, the field of
strategic HRM is still in its infancy. This volume provides a
glimpse into the future of strategic HRM research as seen through
the eyes of a number of leading researchers. The 21st century
presents the opportunity for advancing our understanding of the
role of people in organizational success. This volume will provide
a strong foundation toward that end.
Since 1995, USC's Center for Effective Organizations (CEO) has
conducted the definitive longitudinal study of the human resource
management function in organizations. By analyzing new data every
three years since then, the Center has been able to consistently
chart changes in how HR is organized and managed, while at the same
time providing guidance on how professionals in the field can drive
firm performance. Global Trends in Human Resource Management, the
seventh report from CEO, provides the newest findings about what
makes HR successful and how it can add value to organizations
today. Edward E. Lawler III and John W. Boudreau conclude that HR
is most powerful when it plays a strategic role, makes use of
information technology, has tangible metrics and analytics, and
integrates talent and business strategies. To adapt to the demands
of a changing global marketplace, HR is increasingly required to
span the boundaries between its function, the organization as a
whole, and the dynamic environment within which it operates. This
report tracks changes in a global sample of firms that shows how HR
differs across Europe, the U.S., and Asia, providing an
international benchmark against which to measure a company's
practice and shows how HR can adapt in a rapidly changing
landscape.
Proven HR strategies that can have a real impact on organizational
success
This book demonstrates how some of the world's most admired and
prominent organizations are redefining HR leadership by using
evidence-based change to inform human capital decisions that
optimize efficiency, effectiveness and strategic impact. The
authors present the five foundational principles to the new HR
decision science: Logic-driven analytics, segmentation, risk
leverage, synergy and integration and optimization.Includes
practical suggestions and approaches to help executives put the
book's principles into actionContains insight based on the
experiences of leading global organization such as PNC Bank, CME
Group, Royal Bank of Scotland, Deutsche Telekom and Shanda
Interactive EntertainmentFeatures in-depth case studies of 6
international companies: Coca-Cola, Khazanah Nasional Berhad, IBM,
Ameriprise Financial, Royal Bank of Canada and Royal Bank of
Scotland
This groundbreaking book reveals a new approach to deliver
sustainable change and business results. It is enhanced with
success stories from leading companies that engage leadership and
involve employees in ways that make a lasting impact on their
companies.
This Short Introduction to Strategic Human Resource Management
provides a concise treatment of the key elements of strategic HRM
using an innovative risk-management approach. It emphasizes the
importance of the decisions, processes and choices organizations
make about managing people and shows how workforce management
directly affects strategic organizational outcomes. It provides
guidance for managers on how to make better human capital decisions
in order to achieve strategic success more effectively. Reflecting
an increasing uncertainty in global business, Cascio and Boudreau
consider ways of dealing with risk in managing human capital.
Numerous examples in every chapter illustrate key points with real
business cases from around the world.
This Short Introduction to Strategic Human Resource Management
provides a concise treatment of the key elements of strategic HRM
using an innovative risk-management approach. It emphasizes the
importance of the decisions, processes and choices organizations
make about managing people and shows how workforce management
directly affects strategic organizational outcomes. It provides
guidance for managers on how to make better human capital decisions
in order to achieve strategic success more effectively. Reflecting
an increasing uncertainty in global business, Cascio and Boudreau
consider ways of dealing with risk in managing human capital.
Numerous examples in every chapter illustrate key points with real
business cases from around the world.
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