What Makes Human Resource a Strategic Partner?
Title of the Journal Article: What Makes Human Resource a Strategic Partner?
Name of Author/s: Lawler, Edward E, III and Boudreau, John W.
Name of Journal: Scholarly Journals
Date/ Issue of Journal: (2009): 02-22-2014
MAJOR IDEAS OF AUTHOR:
At last! For over a ten year of decades, HR professionals have seen an increasing call to take on the third role which is to be a strategic partner. But what it takes to be a strategic business partner? What are its requirements? Through this article, whom the authors: Mr. Lawler and Mr. Boudreau present “data and information from a continuing study of the strategic role of HR in large U.S. corporations” and together with the collaboration of the Human Resource Planning Society (HRPS) and the Center for Effective Organizations at the University of Southern California, they had “surveyed senior HR leaders in 106 large U.S corporations”. In which they had observed and studied the strategic role of HR, together with observing if HR professionals are becoming suitable to be a strategic business partner and also examined the role of HRIS in strategy process. The HR’s overall role in strategy that they had surveyed from 1998 to 2007 indicates that HR does have a role in strategy making but “it is usually not as a partner”. Meaning their common part is only a feedback role concerning about data and opinions when it comes in making a strategy. A very specific example to it is through examining its strategy activities. Surveys have shown from the year 2004 to 2007 have high ratings in strategy implementation while in terms of strategy development demonstrates significantly low ratings specifically in terms for new business opportunities. However, the authors of this article clearly pinpoint that HR function touches and understands the group of potential and have known the capabilities of each of the employees through this wide range of information the organization can and will be able to discover and untapped opportunities
Name of Author/s: Lawler, Edward E, III and Boudreau, John W.
Name of Journal: Scholarly Journals
Date/ Issue of Journal: (2009): 02-22-2014
MAJOR IDEAS OF AUTHOR:
At last! For over a ten year of decades, HR professionals have seen an increasing call to take on the third role which is to be a strategic partner. But what it takes to be a strategic business partner? What are its requirements? Through this article, whom the authors: Mr. Lawler and Mr. Boudreau present “data and information from a continuing study of the strategic role of HR in large U.S. corporations” and together with the collaboration of the Human Resource Planning Society (HRPS) and the Center for Effective Organizations at the University of Southern California, they had “surveyed senior HR leaders in 106 large U.S corporations”. In which they had observed and studied the strategic role of HR, together with observing if HR professionals are becoming suitable to be a strategic business partner and also examined the role of HRIS in strategy process. The HR’s overall role in strategy that they had surveyed from 1998 to 2007 indicates that HR does have a role in strategy making but “it is usually not as a partner”. Meaning their common part is only a feedback role concerning about data and opinions when it comes in making a strategy. A very specific example to it is through examining its strategy activities. Surveys have shown from the year 2004 to 2007 have high ratings in strategy implementation while in terms of strategy development demonstrates significantly low ratings specifically in terms for new business opportunities. However, the authors of this article clearly pinpoint that HR function touches and understands the group of potential and have known the capabilities of each of the employees through this wide range of information the organization can and will be able to discover and untapped opportunities