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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010049796 | HD31 H824 2003 | Open Access Book | Book | Searching... |
Searching... | 30000010063917 | HD31 H824 2003 | Open Access Book | Book | Searching... |
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Summary
Summary
New and faster technology, redefined values, and shifting customer demands are changing the way businesses operate in the twenty-first century. Human resources and business leaders are faced with the challenge of redefining their strategies on leadership, talent, and diversity, while evaluating their operational effectiveness. This book presents the compelling contributions of thought leaders-such as David Ulrich, Rosabeth Moss Kanter, and Jeffrey Pfeffer-who offer a road map for what these leaders can expect. Renowned HR executives also provide their expert advice and prescriptions for the future. The nature of human resources will continue to evolve as the new century progresses-with this book, HR professionals can change with it.
Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates Leadership Practice. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Robert Gandossy (Redding, CT) heads Hewitt's Global Practice Leaders for Talent and has over twenty years' experience in human resources, leadership, and change management. Marshall Goldsmith (Santa Fe, CA) is a founding Director of The Alliance for Strategic Leadership, a consulting organization.
Author Notes
Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates' Leadership Practice (http://was.hewitt.com/hewitt/), and is based in Hewitt's Connecticut Center. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Hehas an M.B.A. with Honors Letters from the Yale School of Management.
Robert Gandossy (Redding, CT) is Hewitt's Global Practice Leaders for Talent and has over 20 years experience in human resources, leadership, and change management. He has written numerous articles and papers. He holds a Ph.D. from Yale University.
Marshall Goldsmith (Rancho Santa Fe, CA) is one of the world's foremost authorities in helping leaders achieve positive, measurable change in behavior: for themselves, their people and their teams. Marshall is a founding director of A4SL-The Alliance for Strategic Leadership, a consulting organization that includes over 100 top professionals in the field of leadership development. He is on the faculty of the global executive education program for Dartmouth and Oxford (UK) Universities. Marshall is a partner in Duke Corporate Education's Personal Learning Systems. He is an emeritus member of the Board of the Peter Drucker Foundation. He has a Ph.D. from UCLA.
Foreword by Rosabeth Moss Kanter , Harvard Business School and author of the best-selling book Evolve!
Table of Contents
| Foreword | p. vii |
| Preface | p. xiii |
| Acknowledgments | p. xvii |
| Part I People: HR's Bottom-Line Asset | |
| 1 Getting Extraordinary Results from Ordinary People | p. 3 |
| 2 Looking North on the Leadership Compass: Effective HR Management for the New Century | p. 11 |
| 3 The 21st Century Workforce: Implications for HR | p. 19 |
| 4 Engaging the Generations | p. 25 |
| 5 Globalization: How Real Are the People Challenges? | p. 35 |
| 6 Understanding Referent Groups and Diversity: A Key Challenge for Human Resource Leaders | p. 51 |
| Part II Emerging Practices | |
| 7 Putting Pride to Work: Recapturing the Power of the Most Effective Motivational Force | p. 59 |
| 8 Leveraging HR: How to Develop Leaders in "Real Time" | p. 67 |
| 9 Strategic HRM Measurement: From Justifying HR to Strategic Talent Leadership | p. 79 |
| 10 Human Resource Management and Business Performance: Lessons for the 21st Century | p. 91 |
| 11 The Icarus Syndrome: Talent Management and Derailment in the New Millennium | p. 99 |
| 12 Maximizing the Probability of Success of Newly Recruited Executives | p. 109 |
| 13 Learning via Education and Training | p. 115 |
| 14 Beam Me Some Talent, Scotty! Knowledge, Learning, and Technology on the Starship Enterprise | p. 121 |
| Part III Emerging Organization and Culture | |
| 15 Free to Choose: Fostering the Innovative Organization | p. 129 |
| 16 Building a New Partnership | p. 135 |
| 17 Get Down to Business | p. 143 |
| 18 Accommodating Change in the 21st Century | p. 149 |
| 19 Managing Global Total Rewards | p. 157 |
| 20 Globalization of HR: 21st Century Challenges | p. 169 |
| 21 Challenges of a Global Marketplace | p. 177 |
| Part IV Leading Change: The Enduring Task | |
| 22 When Change Is Out of Our Control | p. 187 |
| 23 Mother's Work Is Never Done: Myths and Facts about Organizational Change | p. 195 |
| 24 Unilever's Path to Growth: Reflections on a Journey in Progress | p. 203 |
| 25 Finding the Missing Link: Connecting Your Business Strategy and Leadership Strategy | p. 215 |
| 26 Convergence of HR: Leadership and Change Management | p. 227 |
| Part V The HR Profession: Coming Demise or New Beginning? | |
| 27 Is This the End of HR? | p. 239 |
| 28 Transforming Your HR Department into a Start-Up Professional Services Firm | p. 245 |
| 29 What's Next for the People Function? A Missing Link for Delivering Value | p. 251 |
| 30 Profession at a Crossroads | p. 259 |
| 31 Human Resources and Power: Oxymoron or Necessity? | p. 265 |
| 32 Managing for Execution: HR Delivery Imperatives of the 21st Century | p. 273 |
| 33 HR as a Trusted Partner | p. 281 |
| 34 The HR Head as Trusted CEO Advisor: Six Strategies for Becoming a Valued Partner to Senior Management | p. 287 |
| Notes | p. 295 |
| About the Contributors | p. 307 |
| Index | p. 323 |
