The Chief HR Officer E-Book

Patrick M. Wright

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 488

Veröffentlichungsjahr: 2011

Beschreibung

Praise for THE CHIEF HR OFFICER

The Chief HR Officer offers the most current thinking on the evolving role of the chief human resource officer (CHRO). An essential resource for experienced and aspiring CHROs, the book shows leaders how to best prepare for and perform this critical role.

This comprehensive book shows how, in today’s extremely competitive work environment, the job of the CHRO has expanded to encompass many important roles. Among other things, HR leaders must adapt to and address the demands of an increasingly diverse and demanding workforce, globalization, stricter regulatory requirements, increased accountability to the CEO and board of directors, and the complexity of leading the HR function with often limited resources.

This vital guide is filled with rare insights and practical guidance from some of the country’s most successful CHROs who have been in the trenches as well as top academics researching the field including Randy MacDonald (IBM), Eva Sage-Gavin (Gap Inc.), L. Kevin Cox (American Express), Mirian M. Graddick-Weir (Merck), and Dave Ulrich (Ross School of Business, University of Michigan, and The RBL Group).

Sponsored by the National Academy of Human Resources (NAHR), the book covers a wealth of topics including how to develop a perspective and set of skills to effectively lead and perform in the role and how to approach strategy, management, leadership, ethics, and talent. In addition, the authors include information on forming and implementing activities that will further the firm’s strategy, advice for coaching and counseling the CEO, and much more.

Leseprobe

Table of Contents

Title Page

Copyright

Endorsements

The Authors

Chapter One: The Evolving Chief Human Resource Officer Role

Trends in HR

Pressures on Today's CHRO

Overview of the Book

Part One: Today's Chief Human Resource Officer

Chapter Two: Perform! Don't Run!

“You've Failed”

Today's HR: More Challenge, Greater Opportunity

The Value Proposition: Building Trust and an Atmosphere of Innovation

Taking Responsibility for Mistakes

Just the FAACTs

Analytics: The Future of HR

Plan and Adapt

Chapter Three: The Art and Science of the CHRO Role

The Science of Being a CHRO

The Art of Being a CHRO

Finally

Chapter Four: ETC

Ethics

Talent

Coaching and Courage

Chapter Five: Roles and Challenges of the CHRO

Research Methodology

Roles of the CHRO

Strategic Advisor

Talent Architect

Counselor/Confidant/Coach

Leader of the HR Function

Liaison to the Board

Conclusion

Part Two: The CHRO as Strategic Advisor and Talent Architect

Chapter Six: Leadership and Employee Engagement

The Plan

The Results

The Analysis

Conclusion

Appendix: Our Values in Action

Chapter Seven: Four Steps to World-Class Talent Management

Getting Started: The Outcomes of Talent Management

Step 1: Manage Talent Deployment Centrally

Step 2: Engineer Tension into the Talent Management Process

Step 3: Use Scenario Planning to Model Your Organization's Evolution

Step 4: Link External Talent Acquisition with Internal Talent Development

Conclusion

Chapter Eight: Retooling HR and Avoiding the Service Trap

The Service Trap

Retooling HR to Teach, Not Just Comply or Deliver

The Lessons of Retooling HR

Chapter Nine: The CHRO as Cultural Champion

Employment Value Proposition

Core Values

Workplace

Culture

Conclusion

Chapter Ten: When Crisis Calls

Building a New Leadership Team

Revamping the Pay System

Addressing Morale

Enforcing Ethical Conduct

Lessons Learned

Tyco and HR Today

Chapter Eleven: Doing HR's Business with the Government

Shaping Public Policy

Facing Increased Governance and Regulation

Living with Our Customers

Developing Competence in Handling Government Involvement and Related Public Scrutiny

Predicting the Future of the Interplay Between HR and the Government Interplay

Part Three: The CHRO as Counselor/Confidant/Coach

Chapter Twelve: Who Do You Really Work For?

The CEO

The Board Chair

The Board's Compensation and Management Development Committee

Your Peers on the Management Team

Your HR Team

The Company's General Population

Your Company's Customers

Your Company's Shareholders

Conclusion

Chapter Thirteen: Partnering with the CEO

Critical Abilities

Meaningful Purpose

Conclusion

Chapter Fourteen: Forging Effective Relationships with Your Boss and Colleagues

Building Strong Relationships

Traps to Avoid

Conclusion

Chapter Fifteen: What Do You Stand For?

Personal Brand

Which Battles to Fight

Never Make It Personal

Taking Risks

Determining When to Stand Up

The Courage of the Employee Advocate

Chapter Sixteen: Great Leader or Just a CEO?

Survey Questions Regarding the CEO

HR Advocates Versus HR Disappointments

Conclusion

Part Four: The CHRO as Liaison to the Board of Directors

Chapter Seventeen: Working with the Board of Directors

It Was the Best of Times, It Was the Worst of Times (Current Environment)

Let's Start at the Very Beginning … (Personnel and Compensation Committee Charter)

With a Little Help from My Friends (Personnel and Compensation Committee Members)

Let the Sunshine In (Criticality of Disclosure)

Who's on First? (Roles and Responsibilities)

I Can't Get No Satisfaction (Director Expectations)

Man in the Mirror (Learning from Experience)

You Can't Always Get What You Want (CHRO Role)

Chapter Eighteen: CHROs and Boards

CHRO's Role with the Board

HR Support for Boards

What the Role of the CHRO Should Be

Making It Happen

Time for a Change

Chapter Nineteen: The Role of the CHRO in Managing Executive Compensation

Three Basic Questions on Executive Compensation

Flash Points

Credibility with the Compensation Committee

Coming Up to Speed on Executive Pay

Conclusion

Chapter Twenty: How to Be a High-Performing CHRO in the Executive Compensation Arena

Part Five: The CHRO as Leader of the HR Function

Chapter Twenty-One: Making a Difference in the First 100 Days

Leveraging the First 100 Days: Three Keys to Success

The Road Map for Getting There: Key Actions and Time Line

Helpful Tips and Mistakes to Avoid

Closing

Appendix: The 100-Day Checklist

Chapter Twenty-Two: Delivering Results with a Global HR Team

Energy Challenges

Building Functional Capability

Consistent Strategy

Managing a Global Function

Encouraging Self-Service

Next Steps

Chapter Twenty-Three: Experiences as a New CHRO in a New Industry

Tips on Due Diligence Before Deciding to Move

My Transition Experience

Tips for Success in a New Job

Conclusion

Chapter Twenty-Four: Designing an Integrated HR Function

Factors Forcing Changes in the Design of the HR Function

How CHROs Are Responding

Conclusion

Chapter Twenty-Five: HR for Impact

Unilever, 2005–2008: HR to Support Restructuring

Unilever 2009–2010: HR to Support a Growth Vision

Part Six: Characteristics of Today's CHRO

Chapter Twenty-Six: Preparing CHROs to Exceed CEO Expectations

HR Participation at the Table

Talent and the Creation of Meaning

Questions CHROs Should Ask

The Competencies of Today's HR Professional

Chapter Twenty-Seven: Delivering Global Talent in a High-Velocity World

Strategic Business Insight from a Talent Management Perspective

HR Disciplines That Create Efficiency and Competitive Advantage

Experienced Leadership That Demonstrates Attention and Informed Courage

A Culture That Empowers the Team

Should a Great CHRO Be Raised or Recruited?

The Measurements of a CHRO's Success

Chapter Twenty-Eight: What Does Today's CHRO Look Like?

Data Collection

Demographic Characteristics of Top CHROs

CHRO Career Paths

Conclusion

Chapter Twenty-Nine: Bringing It All Together

Know the Business

Know How to Lead

Know People

Know Yourself

Conclusion

Index

Copyright © 2011 by John Wiley 8 Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

The chief HR officer: defining the new role of human resource leaders / editors, Patrick M. Wright … [et al.].

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-90534-0 (hardback); ISBN 978-1-118-02322-8 (ebk); ISBN 978-1-118-02323-5 (ebk); ISBN 978-1-118-02324-2 (ebk)

1. Personnel management. 2. Personnel departments. I. Wright, Patrick M. HF5549.C44794 2011

658.3—dc22

2010046805

The National Academy of Human Resources (NAHR) is an honorific organization where individuals and institutions of distinction in human resources are recognized for exceptional professional achievement by election as “Fellows of the NAHR.” In addition, the NAHR furthers the HR profession through the Chief Human Resource Officer (CHRO) Academy and other philanthropic and educational activities. For more information, visit www.nationalacademyhr.org.

The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. The Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 250,000 members in over 140 countries, and more than 575 affiliated chapters. Visit www.shrm.org.

The Authors

Richard L. Antoine is president of the National Academy of Human Resources and a consultant on talent management and CEO/senior management succession planning working with CEOs and CHROs. Prior to this he held a number of line positions at Procter & Gamble during a thirty-nine-year career, the last eleven of them as the global HR officer reporting to the CEO.

He has a degree in chemical engineering from the University of Wisconsin and an M.B.A. from the University of Chicago. He has served on many nonprofit and university boards and is currently the vice chair of the University of Wisconsin Foundation and a member of the Human Resource Policy Institute Advisory Board.

James Bagley has been with Russell Reynolds Associates for nearly twenty-five years and has held key leadership roles within the firm. He is currently the global leader of the firm's corporate officers sector, which works with clients across all industries, including industrial, consumer, technology, financial services, health care, and executive assessment. Bagley previously founded and led the firm's HR practice and co-managed the New York office.

Prior to rejoining Russell Reynolds Associates in 1998, Bagley was senior vice president of human resources at MasterCard International, where he had global responsibility for the company's comprehensive HR activities, including compensation and benefits, staffing, employee relations, and professional learning and development. He was recruited to MasterCard from Russell Reynolds Associates, where he focused on assignments for senior-level HR executives across a broad range of industries. He joined the firm in 1984 as HR director. Earlier, he was a benefits and compensation consultant with Alexander & Alexander Services and worked with State Mutual Life Assurance.

He received his B.A. from Fordham University.

Sid Banwart has had a broad range of successful business experiences during a forty-two-year career with Caterpillar Inc. He served in two joint ventures before being named manager of engineering and quality for a new start-up facility in Monterrey, Mexico, in 1985. Returning to the United States in 1990, he held key positions at plants in Illinois before being named Product Manager with global P&L responsibilities, where his business success led to a position as general manager for Caterpillar's Large Engine Division.

He was appointed a corporate officer in 1997, and served as the responsible officer for four different business functions. As corporate vice president, these roles were chief technology officer, head of the components business, chief information officer, and for the most recent five years, chief HR officer.