Globalization means HR/OD professionals are facing a new job requirement – learning to work in diverse and virtual teams, says Wynne Chisholm, a Queen’s IRC Facilitator on Organizational Design. Wynne, who worked abroad for several years as principal of her own Alberta-based management consultancy, tells tales from the field in the following Q&A. Are HR …
As an HR practitioner dedicated to the profession, Debbie Bennett, CHRP, currently serves as Vice Chair of HRPAO, having previously served for three years as Chair of the Professional Standards Committee where she was instrumental in the adoption of national standards. Debbie chairs the Governance Task Force and regularly attends the meetings of the Audit …
Strategic Human Resource Management: A Practitioner’s Point of View Read More »
What do top leaders want from HR professionals? The following information, drawn from the author’s ongoing research, provides valuable insight into what CEOs think HR managers are doing well and what competencies need developing. In general, the CEOs agreed that their HR departments did a good job in the transactional aspects of their work but …
Dr. Mark Huselid is an authority on return on investment (ROI) for HR practices since long before ROI became a rallying cry. He will be among the top educators leading the Queen’s Industrial Relations Centre (IRC) High–Impact People Practices program this September. Dr. Huselid is Associate Professor of HR Strategy in the School of Management …
In this interview, IRC Senior Research Associate Mary Lou Coates talks to Dr. David Weiss about the challenges and opportunities in strategic human resources management. Dr. David Weiss is a Partner in the international organizational change and human resources consulting firm of Geller, Shedletsky & Weiss and a HR Profession.
Once believed to be strictly an administrative function low on management's priority list, the human resource function is increasingly involved in strategic management decisions. Intense competitive pressures are forcing it to reexamine its structure, the services it provides, and the competencies it requires. As a result, HR is looking at outsourcing as a way to reduce its workload and concentrate on strategic core functions. Interviews with nine HR executives reported in this study provide a snapshot of how Canadian organizations and their HR functions are changing to cope with the new economic environment.
There has been very little research addressing the relationship between human resource practices and organizational strategy and culture. Among the questions that frequently arise are: what practices have other organizations implemented?, what HRM practices and organizational strategies distinguish successful and unsuccessful organizations?, and what is the impact of strategy and culture on the success of HRM practices and organizational behaviour? The present study is aimed at addressing these questions.