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The High-Impact HR Organization
Report

The High-Impact HR Organization

Top 10 Best Practices on the Road to Excellence



Editorial Rating

8

Qualities

  • Innovative
  • Applicable

Recommendation

Human resources professionals may be used to a lack of in-house popularity, but the more serious issue is whether they have an influential voice in the boardroom. As managers of a firm’s most critical asset – “its talent” – that voice is imperative. To earn it, HR must become “high impact.” Using well documented research, this Bersin & Associates report details 10 important practices HR professionals can use to move beyond basic personnel functions and chart a path to providing “strategic HR.” Under the leadership of former senior analyst Stacey Harris, Bersin surveyed more than 700 companies and conducted detailed interviews with 50 representatives of different firms from diverse sectors, including health care, retail, banking, and education. The result: a highly applicable guide that getAbstract recommends to HR professionals who want a seat at the corporate table, not just for their own careers, but for the good of the company and everyone in it.

Take-Aways

  • Human resources needs a seat in the boardroom but must supply “high impact” services and influence to earn it.
  • The three factors that affect HR’s ability to attain high impact are the size of the firm, the department’s ability to do basic HR tasks well and a commitment to nonstop progress.
  • 10 best practices can steer you toward high-impact HR. The first is an official “governance model” and a sound “business-case development process.”

About the Author

Stacey Harris spearheaded Bersin & Associates’ human resources division and led research projects on HR-related topics. She is now vice president of research and advisory services for the Brandon Hall Group in Cleveland, Ohio.


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    R. S. 1 decade ago
    Good summary - confirms we are on the right track with our vision for HR.
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    N. A. 1 decade ago
    This a must read for anyone in HR who needs to become more effective in aligning HR to the business strategy

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