A lot of time is spent fretting over the role of human resources, both what it does today and what HR will be tomorrow.
I’ve always thought the role of HR was pretty simple — find great talent, hire great talent, nurture and grow great talent — but too many people (even a lot in HR themselves) don’t necessarily see HR as the go-to place when it comes to an organization’s talent.
That’s why this new study from The Conference Board and McKinsey & Company, titled the State of Human Capital 2012, is so important, because it lays out four (4) specific opportunities that human capital (HR) executives must seize if they are to effectively manage the global talent pool in an unpredictable business environment. They include: Read more…
By Theresa M. Welbourne, PhD
This series on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by learning the agile and extreme programming methods.
If you are not familiar with the Fast HRM term and the earlier articles, links to the first three pieces can be found here:
Today’s article moves on to principles 4 and 5: that Fast HRM requires business acumen, and, demands focused HRM. Read more…
For me, today is Day 1 of Year 2.
It may just be another early summer day for most of you, but to those of us at TLNT, it’s pretty special because it is our one-year anniversary.
A year ago, I was sitting here wondering how I would find enough content to interest people and make them want to keep coming back here. Yes, I had done a pretty good job of that in my previous stint as Editor of Workforce Management and workforce.com, but that was an established publication, not a brand new website trying to find its place among all the other blogs and web publications writing about talent management and HR.
One thing kept me going this past year, and I heard it first a few months after we launched from Sue Marks, the CEO of RPO firm Pinstripe. She told me she liked TLNT because it had such an interesting mix of content and voices. It was very different from all the other things out there, she said, and when I heard that from her, as I have this past year from so many of you, I knew we were on the right track. Read more…
By Theresa M. Welbourne, PhD
This series of articles on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by following the learning of the agile and extreme programming methods.
In the first two articles, the case for doing Fast HR work was introduced and discussed. Through the series, the principles of Fast HRM are introduced. The pieces also discuss why the Fast HR principles are important for any human resources group that wants to help its leadership and management team succeed in the current environment of business, which is fast and getting faster every day.
The first article — The Fast HRM Movement: It’s All About Energy, Performance, Success — introduces this line of work. The second part — Fast HRM Part 2: It’s About Fostering Trust and Doing Business Fast – focused on trust as a key ingredient for going fast.
In this third article, relational capital is the focus. As you will see as you start thinking through all of these principles, they are related. With strong relational capital comes higher trust, and both relational capital and trust build a foundation for innovation, which was the first principle. Read more…
I get a lot of studies and research cross my desk or drop into my email, and a large percentage of them are the type that generate news and a headline today, but perhaps not as much long term insight for tomorrow.
That’s why this current study from Constellation Research is different. Titled “Helping HR Bridge the Business Divide: Four Ways to Generate New Value For Business,” it digs into what human resource professionals can do to help “bring significant business value to their business constituents.”
I don’t know about you, but that line certainly got my attention.
The report goes on to say that, “There are several obstacles that need to be overcome. This best practices report lays out the opportunities for HR to bring value to the business as well as a practical path forward.” Read more…
Editor’s note: This is part of a series on Fast HRM, which is devoted to the goal of starting a movement to speed up HRM work and improve organizational performance. The first article (The Fast HRM Movement: It’s All About Energy, Performance, Success) which introduces this line of work, can be found here.
By Theresa M. Welbourne, PhD
The Fast HRM work introduced in an earlier TLNT article discussed ways that HRM can borrow from agile and extreme programming to simplify tasks and rethink how to deliver HRM work differently and faster.
The first principle focused on innovation in HRM. Innovation requires courage. Read more…
By Theresa M. Welbourne, PhD
Fast HRM is critical to any organization’s success. The work on Fast HRM is derived from an established field of practice in extreme and agile programming and over 20 years of research on what predicts long-term firm performance (to learn more, go here and look for the Fast HRM tabs).
What makes the agile and extreme programming work interesting is that it is a high-energy, high-performance movement – not just another fad. Fast HRM also is a requirement for any firm that has to speed up because the only way to do this successfully is through employees.
Today I will introduce you to 12 principles of Fast HRM. Fast HRM is a movement; it needs energy, excitement, and people who will join the movement and move it forward.
If Fast HRM is a successful movement, we will all be having a lot more fun at work. We will be more successful, our firms will be performing better, and perhaps we will be celebrating just like the dancing guy in this video clip (learn about a movement – take a moment to review): Read more…
Editor’s Note: Dr. John Sullivan has been a provocateur and strategist in the field of human resources and talent management for over 30 years. His specialty is HR strategy and designing world class HR systems and tools for Fortune 200 firms, and he’s never been shy about telling it like it is.
That’s why TLNT asked him to share his thinking in a video series titled “$#*!@ Dr. John Sullivan Says!” Look for these videos twice a week here at TLNT.
Today’s topic: The rebuilding process for HR
“I’ve been at the forefront of saying HR doesn’t need to change 2 percent, but 50 percent or maybe even 100 percent,” Dr. John Sullivan says.”So the question comes up that if we were to blow up HR … what would the new approach be if we started from scratch?” Read more…
I planned to write this last September, so let’s pretend that I did rather than wondering why I didn’t. It’s a critically important topic, and I hope that you’ll listen to the whole linked replay of the underlying discussion. We’re at a critical time in the HR profession, and your future depends on what we do now.
The September 16 2010 HR Happy Hour was a terrific program with guests Leighanne Levensaler, Vice President of HCM Strategy at Workday, and Jennifer Fitzpatrick, Director HR & Talent Management at Chiquita Brands International (now with their very cool, animated home page).
Hosted as always by Steve Boese and Shauna Moerke and sponsored by Aquire, this particular program focused on the future of the HR profession and of that organizational function. I wish I could participate live in every Happy Hour (rather than just catching up via replays), and I certainly hope that you’ll try to do so, but I made a special effort that week because of the topic and the guest speakers.
Chiquita is a Workday customer to be sure, and Jennifer showed herself to be an HR leader worthy of our respect, but this show was much less about Chiquita or HR technology of any sort and much more about where the HR profession has been and where it’s going. You can catch the replay, and I urge you to do so, but of immediate interest for this post were the comments that just poured out of my mouth when we got on this subject: the pink-collared ghetto. Read more…
When historians write about the great battles throughout human history, invariably one of the keys to victory is a military leader with a brilliant strategy for defeating the enemy forces. It seems that when it comes to winning battles, the leader who can execute the most cunning plan will almost always emerge victorious.
The power of a great plan translates far beyond the battlefield and is particularly relevant for HR teams. After all, human resources is in a battle — a battle for credibility; a battle for respect; a battle for influence. And a great plan may be the key to winning this battle.
For human resources, the power of planning may not be where you expect it to be. Read more…