...Organizations HR AS A STRATEGIC PARTNER: WHAT DOES IT TAKE TO MAKE IT HAPPEN? CEO PUBLICATION G 03-2 (430) EDWARD E. LAWLER III SUSAN A. MOHRMAN Center for Effective Organizations Marshall School of Business University of Southern California January 2003 Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 0 6 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://www.marshall.usc.edu/ceo HR as a Strategic Partner: What Does It Take to Make It Happen? by Edward E. Lawler III & Susan Albers Mohrman A number of articles, books and studies have argued that HR needs to become a strategic partner (Ulrich, 1997; Brockbank, 1999; Lawler & Mohrman, 2000a). But is HR becoming a strategic partner? What does becoming a strategic partner entail? And is the HR function more effective when it is a strategic partner? The answers to these questions are critical to the future development and direction of the human resource function in organizations. A number of forces have converged to support the idea of HR being more of a strategic partner. Corporations are undergoing dramatic changes with significant implications for how human resources are managed. Perhaps the most important of these changes is the rapid deployment of information technology and the increasing amount of knowledge work that organizations do. Also important are the rapidly changing business environment and...
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...Contemporary Issues in Business, Management and Education 2013 New HR organizational structures in Czech and Slovak organizations Marek Striteskya* a University of Econonics, Prague, W. Churchill Sq. 4, 130 67 Prague, Czech Republic Abstract The paper deals with Human Resource Organizational Structures in Czech and Slovak organizations, reflecting new trends which are related to HR Business Partner model. HR organizational structure is the framework within a human resources department that divides the decision making functions within HR into specific groups with distinct job functions. HR Business Partner model reflects modern expectations arising from new roles of human resources managers in organizations which include its strategic consequences, change support and also its abilities of HR systems development and improvement of employee engagement. The paper in its first part describes basic principles of new roles of human resource departments in organizations based on HRBP concept and also new competencies required. In the second part the paper presents situation in these aspects in organizations from different sectors of the Czech and Slovak economy (especially secondary and tertiary sector), benefits of the HR department transformation and some conclusions drawn from the analysis of data obtained from qualitative and quantitative survey. It also compares specific situations and documents specific applications of these new trends with more or less developed HR organizational...
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...Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern California JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University of Southern California Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 7 1 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://ceo-marshall.usc.edu What Makes HR a Strategic Partner? Edward E. Lawler III Center for Effective Organizations University of Southern California 3415 S. Figueroa Street., #200 Los Angeles, CA 90089-0871 Tel: 213-740-9814 Email: elawler@marshall.usc.edu John W. Boudreau Center for Effective Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right...
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...you think is it important for HR to be a strategic partner to the business? Strategic partners (also called strategic allies) are two or more companies that work together in joint ventures. Strategic partners often share long-term relationships and all parties within the partnership strive towards similar goals. Partners also do not get in the way of each other. Instead, they reinforce one another in order to obtain their set business objectives. For an HR department to be a strategic partner for a business, they must understand the strategic plan of that business, and vice-versa. Strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. It requires broad-scale information gathering, an exploration of alternatives, and an emphasis on the future implications of present decisions. Planning simply improves decision-making. And, all levels of management and partnership engage in planning. It is important for an HR department to be a strategic business partner because it allows them to be able to work in (and with) every other department in an organization. There’s even a strong need for the HR function to adopt a more strategic and business-like approach too. Due to this type of involvement, workers at all stages of employment will become familiar with, and trust, the HR team. Some corporations may even find it beneficial having HR members present in corporate business meetings, so that they can witness...
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...Split Up HR? Mind the Talent Management Gap: HR-A and HR-LO Abstract Human Resources has gone through ever-evolving changes over the years. They have been transitioning from transactional to becoming a strategic business partner with the high level executives of businesses. They are moving towards becoming the corporate centers of excellence by developing the right metric and analytics, the right talent and understanding how much human capital impacts successful business results. This paper analyzes the trends, contributions, skills and challenges that HR professionals have been and are going through to become the effective Strategic Partner. Mind the Talent Management Gap: HR-A versus HR-LO Ram Charan, a worldwide business adviser and speaker, suggests to eliminate the position of Chief Human Resources Officer and split human resources into 2 strands for the sake of practicality in helping HR build business intelligence to help organizations perform best. One strand would be called something like HR-A for administration, would manage compensation and benefits, and report to the CFO. This strand would view compensation to attract talent and not just a large cost. The other strand would be called something like HR-LO for leadership and organization, would focus on talent development and performance and report to the CEO. High potential line managers from operations or finance with business expertise and people skills would lead HR-LO. Leading employees from HR-LO would...
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...elevated position the Human Resource Department aims to help by streamlining functions of the department and move to a centralised Business Partner model. It is hoped this will bring added benefits to the Snow Mountain Hotel in a number of ways by standardising operations and creating a base for excellence. This report aims to analyse the proposed Business Partner model in the context of the Snow Mountain Hotel and explore the disadvantages and advantages of the aforementioned model and evaluate the potential setbacks. It also aims to set out clearly the implementations of the model in practical terms going forward. The Business Partner model first put forward by Ulrich (Ulrich 1997), is sometimes referred to as the “three-legged stool” model. This maintains that all three components of the HR Business Partner model must work cohesively and in tandem for the model to be effective and workable. Within the model there is an HR Business partner who takes on five roles (Ulrich & Brockbank 2005). These are specified as being a “strategic partner,” a “change agent,” an “administrative expert,” an “employee champion” and an “HRM leader.” Leading from the HR Business partner are “Shared Service Centres” and “Centres of Excellence,” hence the reference to a “three-legged stool.” The HR Business partner aims to be strategic in following closely the business organisational goals and core strategies. From historically being on the periphery of...
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...Strategic Linkages December 15, 2013 1. Strategic partners (also called strategic allies) are two or more companies that will work together in joint ventures. Strategic partners often share long-term relationships and all parties within the partnership strive towards similar goals. Partners also do not get in the way of each other. Instead, they reinforce one another in order to obtain their set business objectives. Strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. It is important for an HR department to be a strategic business partner because it allows them to be able to work in and with every other department in an organization. There’s even a strong need for the HR function to adopt a more strategic and business like approach too. Due to this type of involvement, workers at all stages of employment will become familiar with, and trust, the HR team. Some corporations may even find it beneficial having HR members present in corporate business meetings. A proper HR team should help with moving business in the right direction and should also know what the goals of the people they manage are, and what motivates them to move forward. 2. By arranging HR to be a strategic partner, employees will develop a greater understanding of how the business that they work for actually functions. Employees that are blindly working towards an unknown goal tend to lose motivation...
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...I need this by Thursday by midnight sir please Week 1: Strategic Linkages Assignment View the "Strategic Linkages" presentation before working on this week's assignment. There are four different kinds of linkages HR functions can have with the organizational strategy.Check out this tutorial; find out more by clicking on the image to the right. | Overview You will remember from the lecture that in today’s business world many organizations’ HR departments are viewed as strategic partners within the organization. HR works with senior management in establishing the strategic direction of the organization. This exercise will engage you to go beyond the traditional administrative view of HR and to begin linking the vital, strategic role an HR department plays within an organization. Here are several tips for successfully completing this case study: * You should incorporate information from the textbook, the lectures, and/or the discussion threads to support your position. * Make sure to fully explore your thoughts with each question. * Your answer for EACH question must be within the range of 250 to 350 words (use MS Word’s "Word Count" feature on the "Review" tab to ensure that your answer is not too brief or too verbose). Be sure to answer each question fully as you are subject to point deductions for incomplete answers. Use 1.5 line spacing. Also, please remember you will be using information supporting your position from sources such as our textbook, articles...
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...ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 CHECKLIST This packet comprises the following material: 1) 2) 3) 4) 5) Note: Text book Assignments # 1 & 2 Course outlines Assignment 6 forms (2 sets) Assignment submission schedule In this packet, if you find anything missing out of the above-mentioned material, please contact at the address given below: The Mailing Officer Mailing Section, Block # 28 Allama Iqbal Open University, Sector H/8, Islamabad. Tel: (051) 9057611, 9057612 Mohammad Majid Mahmood Bagram Course Coordinator ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) WARNING 1. 2. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 Total Marks: 100 Pass Marks: 40 ASSIGNMENT No. 1 (Units: 1–4) Q. 1 Why HR is called the most important asset and competitive advantage of any organization in the world? (20) Your Solutions 2 Helping Material HR and Competitive Advantage In order to have an effective competitive strategy, the company must have one or more competitive advantage, factors that allow an...
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... Global Business partner – strategic planner – talent ACQUISITION ➢ Managed best-in-class Business Unit acquisition in Frankfurt Germany for Nypro Healthcare ➢ Advisory Board member for Pharmaceutical Packaging strategic initiative ➢ Sourced/hired senior level Design/Development team for new medical/surgical group ➢ Integrated PEAK Surgical (Palo Alto, CA) with Salient Technologies (Portsmouth, NH) MEDTRONIC, INC. Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead Global HR Teams in Hong...
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...HRM as a Strategic Partner The main purpose of this article is… The purpose of this article is to focus on the importance of the partnership of the human resource department to the success of organization and its workforce. “Profitability is one of the primary reasons why human resources management should be a strategic business partner.” (Ruth Mayhew, 2014) The key question that the authors are addressing is… The key question the authors are addressing is “Why Is It Important for HR Management to Be a Strategic Business Partner?” Recognizing the worth of HR management is a serious step in developing business strategy, and it takes human resources management’s cutting-edge principles and business insight to put those plans into action. Although many HR functions have begun to play a strategic role in guiding succession management, knowledge retention, and other business initiatives, there is still opportunity for such functions to improve and truly transform key influencers and decision-makers. The persistent need for organizations to maintain a diverse pool of talented leaders, capture expertise from exiting employees, and outsource transactional activities to focus on core capabilities has heightened the importance of the HR function. The most important information in the article is… The most important information in this article is providing insight on how human resource departments/manager affects a company’s profitability, funding, perception, balance...
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...1. I think that it is important for HR to be a strategic partner for a business because HR partners help Motivate, engage and help retain exceptional employees for the company. They also help to do this by having the right Training curriculums to help enhance employee’s current skills or provide them with new skills that are in line with the businesses activities which will help in time improve the company’s capability and functionality. They also help in the design and guidance of creating incentive plans for employees in order to motivate them and help give them a push to improve in the work environment. HR is strategic partners because they are the bridge that lies between the employees and the employers. They are the guidance between the two entities as to how to do things or handle matters in an appropriate matter according to company standards or rules. They also take a great part in incorporating within the company its beliefs on the importance of the corporation’s plans in its entirety. HR is set in place to help the company by instilling in everyone the corporation’s policies and procedures throughout and making sure that it is being followed. In all HR is a great strategic partner in any company because they help keep the company in order and help implement rules and regulations in order within for the company to run properly and according to company standards. They are the backbone you can say to a company that will help them achieve their goals internally by providing...
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...Zachary Denning Week 1 Strategic Linkages HRM-310 1. A strategic partner linkage between HR department and the business operations creates a mutually beneficial relationship. Our text book states that strategic human resource management creates a clear connection between the goals of the organization and the activities of the people who work there (DeCenzo, Robbins, & Verhulst, 2009). What this means is that the employees are able to see the direct connection between what they do and how it helps the organization achieve their objective. When these goals are aligned, it means the departments can work in unison and synchronize their needs. When the HR is a strategic partner, they will be able to recruit employees from the right sources to ensure they are selecting people with the right skills and abilities. In addition, the HR will be able to focus the efforts of training and development towards the organizational objective. This means that they are not only recruiting the right people for the job, but they are using a strategic method to keep them properly trained. On top of the training of new skills, an HR strategic alignment helps employees develop those skills necessary for the organization to achieve its goal. As a strategic partner, HR masters all of the functions to find and keep a force of proficient employees. In fact, research shows that companies that link strategy with human resources show increased profitability and shareholder value ((DeCenzo, Robbins...
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...MDI Murshidabad in association with HrUdbhav( HR club of MDIM) organized its first HR Meet “Samanvay’15” on 19th & 20th September, 2015. This very first edition of HR Meet was based on the premise that the overall HR scenario in India and at the global level is undergoing a sea change. HR is no more a staff-function; rather it has acquired an agile role. Subsequently many HR managers, unlike in the past, are becoming strategic business partners. They possess significant leadership qualities and are capable of managing organizational change. They are actively involved in redefining culture of the organization. At the same time, they are facing increasing challenges in their search of high HR performance to retain talents and build engagement in the workplace. This Conclave intended to bring eminent and senior professionals from the industry who has significant achievements to their credit. It acted as a rendezvous for the participants to listen to views and experiences pertaining to the emerging challenges in HR. The conclave also extended an opportunity for individuals associated with the field of HRM, namely the corporate managers, faculty members and students, to learn and interact with each other. This enriched the audience and lead to an awakening among them. The panelists shared their experiences and created learning on the HR related best practices which they have been experiencing in their organizations. The event saw active participation both from industry and academia...
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...Executive Summary This report traces the evolution of the HR function from its traditional role of personnel management into what is known today as Strategic Human Resources Management (SHRM) and the role that devolution has played in this evolutionary cycle. From the research, it was observed that the devolution of HR responsibilities to line managers has enabled the HR function to take on a more strategic role as a business partner of the organization. It is also observed that devolution has benefited both line managers and employees alike by reducing bureaucratic red-tape and providing a faster approach to decision making and problem solving. The limitation of this report is that the negative aspects of devolution as noted by many researchers are not covered due to limitations in the length and scope of the assignment. Table of Contents No Title Page i Cover Page 1 ii Executive Summary 2 iii Table of Contents 3 1.0 Introduction 4 2.0 The Evolutionary Cycle of Human Resources 5 3.0 The Effects of Devolution towards Strategic Human Resources Management 11 4.0 Conclusion 14 5.0 References 15 1.0 Introduction In the last few decades, there have been extensive changes and transformations in the perspective of organizational behaviour as a whole. To quote Smilansky (1997), “organizational change has become a permanent state of affairs”. The rapid changes in the technology...
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