Re-inventing Human Resources: Changing Roles to Create the High Performance Organization - Tapa dura

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About the Editor Margaret Butteriss is a management consultant with over twenty years'' experience in organization effectiveness and human resource management. She manages her own consulting business which assists senior management teams to align their organizations and processes with business goals and strategy. Her clients include Fidelity Investments Canada Limited, Loblaw Companies Limited, and Nortel. Prior to setting up her own business, Margaret held senior human resource and organization effectiveness positions with Shell International in the U.K., Shell Canada, and Ontario Hydro. She has a B.Sc. (Econ) and a M.Sc. (Econ) from the U.K. and is the author of two other books, Job Enrichment and Employee Participation (Institute of Personnel Management U.K.) and New Management Tools (Prentice Hall Inc.).

De la solapa interior

"The equation of Human Resources with the processing of personnel forms? payroll, benefits, evaluation, etc ? no longer makes sense to companies driven by global markets, global competition, and new technology. While management still expects Human Resources to perform its transactional role ? at reduced cost? HR is also being called on for new contributions in its traditional area of expertise, dealing with people." "
From Chapter One

There are intense external pressures on organizations today? globalization, competition, and advances in information technology are changing the rules of business. And senior managers are in turn putting unprecedented internal pressure on HR to truly add value and help lead the organization to higher levels of performance. In fact, the HR function is faced with an imperative: become an equal partner in the business, or be outsourced.

HR has traditionally been transaction-based, in charge of administrative functions such as payroll, benefits, and recruiting new employees. But HR professionals are being forced to make the transition from running stand-alone programs to creating organizational strategy as an integral part of the management team.

HR needs to understand the business goals of the organization, and to participate in developing strategies and systems to achieve those goals. Although there is a new role clearly demanded of HR, not all practitioners are equally equipped or ready to undertake the challenge of re-inventing their function.

Re-Inventing HR gives senior managers and HR practitioners the insight and tools they need to transform the human resources function from a transaction-based commodity service to consultant and strategic partner:

• &UL; &LI; Presents the views of senior executives on how external pressures are causing internal changes to the business and what the implications are for HR.
• &LI; Explains how and why the role of HR is changing.
• Shows how HR can play a central role in helping organizations to manage change effectively.
• Outlines HR processes and systems to create and support a high-performance organization.
• Features contributions from leading HR practitioners.
• Includes case studies of companies that are successfully re-inventing their HR function, and their business.&/UL;