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Rating: 
Summary: HR can no longer be simply transactional and administrative.
Review: "The equation of Human Resources with the processing of personel forms-payroll, benefits, evaluation, etc.-no longer makes sense to companies diven by global markets, global competition, and new technology...The rapidly changing nature of business in today's economy requires a fundamental rethinking of many HR processes...", Margaret Butteriss writes, "Thus, HR is increasingly becoming an important part of executive planning and actions and far more of an integral part of management than ever before...The HR fuction itself is increasingly being asked to take on new roles, and not all of its practitioners are equally equipped and ready to do this. We are in time when the competencies of individual HR practitioners must be developed to better support the business organization. If the HR function does not meet the challenges of today's global business environment, it is danger of being outsourced or cut out completely...(In fact), some organizations are cutting costs in Human Resources and outsourcing HR because they still see it largely as a transactional and reactive function that can effectively be done by outside organizations. Others are building more strategic partnerships between line, management, and HR experts and are creating a consultative role for HR to cope with the rapidly changing business realities. They recognize that HR can no longer be simply transactional and administrative, but must be far more proactive in assisting senior management plan for the future."In this context, Margaret Butteriss and other contributors: * discuss, based on a data from interviews with top Canadian executives and HR professionals, how organizations are being changed by globalization, competition, and advances in information technology, and identify seven key ways in which HR can contribute to dealing with changes in the marketplace and workplace. * examine general and technical competencies required by HR professionals as they take on more strategic roles. * define standard measurement ways to measure the effectiveness of HR in organizations such as functional measures, operational measures, and strategic measures. * provide an example of a company that redefined its HR function in order to meet its current and future business needs. * identify the fundamentals of Change Management, particularly HR's role. * look at components of executive leadership development, including the required infrastructure, the process of talent identification, and the selection and resourcing of candidates to fill vacant leadership positions. * discuss why most performance management systems are either questionable or fail to reach the required objectives. * define competency and examine the history of competency, and examine the development of competencies and competency scales, both in individuals and job families. * define the underlying principles necessary for a compensation strategy that supports business direction in a changing business environment. * look at how individual pay is decided, whether it be on the performance of the individual, the division or department, the team, or the the entire organization. * discuss how HR professionals can contribute to corporate success by taking a new approach to compensation, and introduce ,based on a case study, the concept of competency-based pay. I highly recommend.
Rating:
Summary: HR can no longer be simply transactional and administrative.
Review: "The equation of Human Resources with the processing of personel forms-payroll, benefits, evaluation, etc.-no longer makes sense to companies diven by global markets, global competition, and new technology...The rapidly changing nature of business in today's economy requires a fundamental rethinking of many HR processes...", Margaret Butteriss writes, "Thus, HR is increasingly becoming an important part of executive planning and actions and far more of an integral part of management than ever before...The HR fuction itself is increasingly being asked to take on new roles, and not all of its practitioners are equally equipped and ready to do this. We are in time when the competencies of individual HR practitioners must be developed to better support the business organization. If the HR function does not meet the challenges of today's global business environment, it is danger of being outsourced or cut out completely...(In fact), some organizations are cutting costs in Human Resources and outsourcing HR because they still see it largely as a transactional and reactive function that can effectively be done by outside organizations. Others are building more strategic partnerships between line, management, and HR experts and are creating a consultative role for HR to cope with the rapidly changing business realities. They recognize that HR can no longer be simply transactional and administrative, but must be far more proactive in assisting senior management plan for the future." In this context, Margaret Butteriss and other contributors: * discuss, based on a data from interviews with top Canadian executives and HR professionals, how organizations are being changed by globalization, competition, and advances in information technology, and identify seven key ways in which HR can contribute to dealing with changes in the marketplace and workplace. * examine general and technical competencies required by HR professionals as they take on more strategic roles. * define standard measurement ways to measure the effectiveness of HR in organizations such as functional measures, operational measures, and strategic measures. * provide an example of a company that redefined its HR function in order to meet its current and future business needs. * identify the fundamentals of Change Management, particularly HR's role. * look at components of executive leadership development, including the required infrastructure, the process of talent identification, and the selection and resourcing of candidates to fill vacant leadership positions. * discuss why most performance management systems are either questionable or fail to reach the required objectives. * define competency and examine the history of competency, and examine the development of competencies and competency scales, both in individuals and job families. * define the underlying principles necessary for a compensation strategy that supports business direction in a changing business environment. * look at how individual pay is decided, whether it be on the performance of the individual, the division or department, the team, or the the entire organization. * discuss how HR professionals can contribute to corporate success by taking a new approach to compensation, and introduce ,based on a case study, the concept of competency-based pay. I highly recommend.
Rating:
Summary: KEEPING ABREAST OF THE INFORMATION TECHNOLOGY CURVE.
Review: Butteriss describes how information technology is impacting the human resources function and how to reengineer work processes and retrain staff accordingly. She examines current hardware and software applications. The volume includes a team readiness questionnaire. Information technology (IT) is changing the entire organizational landscape and human resource management must be in the vanguard of this transformation. Sadly, this is not the case in many (probably most) enterprises, both in the for-profit and not-for-profit sectors. Given these realities, and the consequent pressures for keeping technologically abreast in today's competitive world, this book delivers relevant information that is of substantial value. Well written and substantive, we recommended the book for all human resource professionals whose HR department is not yet keeping up with the IT curve. Reviewed by Yvette Borcia, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
Rating:
Summary: EXCELLENT INSIGHTS INTO THE CHANGING NATURE of H R M!
Review: This is an excellent collection of essays by leading practitioners centering on the nature of human resources in the context of the new forms and dynamics of organization. Topics includes: human resources competencies; measuring effectiveness; redefining and restructuring the human resources function; the new shape and nature of organization; change management; leadership; compensation strategy; and competency-based pay. This gathering of perspectives and some case studies provides considerable insight into the changing nature of human resource management. Recommended. Reviewed by Gerry Stern, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
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