Editor David Shadovitz speaks with John Boudreau at the 2014 HR Technology Conference in Las Vegas about the challenges that stand in the way of HR playing a more strategic role.
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Research and Insights from the Center for Effective Organizations
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What HR Executives Need to Know
Edward E. Lawler III (CEO) explains that talking about HR as a business partner certainly does not help the situation. Asking to be a business partner just does not get the “job done”. This is what HR should be, and in most cases, it should make a very strong argument to be positioned as a major strategic contributor.
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Strategic Role of HR
What is the relationship between the design and management of the HR function and HR’s role in organizational strategy? This is the key design question and one that can be answered by examining the research evidence from John W. Boudreau’s (CEO) and Edward E. Lawler’s III (CEO) international survey of hundreds of HR leaders that has been done every three years since 1995.
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It Takes a Village: Creating HR Strategic Impact by Reaching Out Beyond the HR Function, 9/23/14, recording/slides
John Boudreau (Professor and Research Director)
Do your chief strategy, marketing, operations and technology officers help create your organizations HR strategy? They should.
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Strategic Approaches to Future Trends in HR: Does HR’s Reach Exceed its Grasp?, 9/19/13, Recording/Slides
John Boudreau presented findings from several recent research projects, including the Future of HR Trends Consortium and the “Achieving Excellence in HR” global survey, which suggest that there is a significant association between HR strategic partnership and HR success measures, but that today HR’s ambitions exceed its current role in many areas.
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Stubborn Traditionalism in HRM: Causes and Consequences
This article by John W. Boudreau (CEO) and Edward E. Lawler III (CEO) examines two questions using cross-sectional analysis of our most recent survey of HR leaders. First we find that slow progress matters, because progress on HR functional features is related to important outcomes, including HR’s role in strategy, effectiveness as a function, and organizational performance. Second, we explore one explanation for HR’s stubborn traditionalism, in the organization’s management approach.
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Short Introduction to Strategic Human Resource Management
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.
The Strategic Role of HR in the U.S. and China
John W. Boudreau (CEO) and Edward E. Lawler III (CEO) explain that it appears that one reason for the differences in the strategic role of HR between the two countries is the extent to which organizations adopt management approaches that are positively associated with the opportunity for HR to engage in strategic activities.
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Effective Human Resource Management: A Global Analysis
Ed Lawler and John Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function–one that contributes to a strategic partnership and overall organizational effectiveness.
Strategic Industrial-Organizational Psychology Lies Beyond HR
In this commentary, John W. Boudreau (CEO) suggests that extending ”beyond HR” and within strategy may offer ways for I-O professionals to further develop the vital linkages between their work and organizational success.
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Business Partnership with Impact: Creating Strategic Change Through Transformative HR
John Boudreau, CEO Research Director and Professor, discussed findings from his forthcoming books, Transformative HR with Ravin Jesuthasan, and Effective HR: A Global Analysis with Ed Lawler.
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Loblaw Sustainable Seafood Initiative
Barbara Steele (Strategic Partnerships) and Christopher G. Worley (CEO) Loblaw Companies Limited (Loblaw) is a Canadian chain of food supermarkets, the largest retailer of grocery and household products in the country
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