Human resource (HR) leaders are uniquely positioned within their organizations to play a significant role in change management. Traditionally, they have been workplace policy enforcers, employee liaisons, and corporate communicators. However, the evolving corporate climate–and the influence of technology and workplace analytics–have reshaped the HR function. It warrants a different
I am often asked how to implement organization change. Effective implementation starts with the leadership team. The role of leadership in change management is to: Facilitate Change: Bringing the right people together, understanding the parts of the organization that will be affected, and knowing how to orchestrate the complexity of
As we work with major organizations undergoing HR transformation (and many are still underway), we find variants of the three-pronged HR delivery model (business partners, HR operations and centers of expertise) popularized by David Ulrich over 20 years ago. One recurring challenge is freeing up Business Partners to fulfill the strategic relationship building and brokering role envisioned in many, if not most HR models.
Welcome to the era of hyper-competition, outsourcing and cost reduction. As if the pressures of day-to-day operations weren’t enough of a burden, the demand for growth continues to be on the mind of executives.
But how can an organization be expected to keep costs under control and grow at the same time? It’s a challenge confronting even the best HR organizations. Nevertheless, growth and cost reduction can be designed into the same organization.
Growth germinates from the distinct value offerings an organization offers customers, especially when the value is greater than that offered by the competitors. And growth is sustainable when differentiation is designed into the organization. Therefore, increasing productivity and lowering costs for activities that don’t create competitive advantage constitutes the smartest type of pruning.