Professional Documents
Culture Documents
HR Strategic
HR Strategic
John Boudreau
Edward E. Lawler III
Publication Plans
Business Strategy
HR Org. Change
Practices Design Management
Business Strategy
HR Change
Org.
Practices Management
Design
Organizational
Effectiveness
re Organizational Capabilities
St
Core Competencies
ctu
ra
te
ru
Talent Deployment
gy
St
Talent Management
HR Practices
Practice Development
Develop new HR systems and practices
18.6 19.2 19.3 18.1
Strategic Business Partner
Member of the management team.
Involved with strategic HR planning,
21.9 20.3 23.2 23.5
organization design, and strategic change
Percent Percent
Currently1 Future2
Value Creation
Strategy
Value analysis
in this market is critical
Product/
Talent Financial
Service
Professional
Practice Sales Human Resources Accounting
Decision
Marketing Finance
Science “Talentship”
z Depend upon, or
z Impact
Human Capital.
Business leaders understand and use sound principles when making decisions about:
Conclusion:
The HR function is not a
strategic partner in most
organizations, but it would
like to be.
Conclusion:
The HR function needs to be
designed to house all three
“product lines.”
Larry D. Brady
President FMC Corporation
Recruitment 38 56 52 57
HR Information Systems 31 54 46 44
Organization Development 34 30 23 22
Scale Response: 1 = Little or No Extent, 2 = Some Extent, 3 = Moderate Extent, 4 = Great Extent, 5 = Very Great Extent
Percentages are based on Moderate to Very Great Extent
Cost
Self Service
Service Levels
Increase Strategic Role
Data Mining
Firm Scalability
Auditing/Controlling
Ensure compliance to internal operations, regulations, 11.4 9.8 8.8
and legal and union requirements
Growth Business
Scale Business
Software Key Cost
Organization Size
Data Privacy
Globalization
Value
• Strategic Impact
? • Organizational Change
• Validity and Rigor
• Causation
Scorecards
Data • Leading Indicators
and drill-
Systems
downs
and
Portals
Ad hoc Bench-
HR marks
measures
Time
© 2005 Center for Effective Organizations, University of Southern California JB13P
Lighting the “LAMP”
Valid Questions and Results
(Information, Design, Statistics)
“The Right Analytics”
Rational Talent
HR Metrics and Sufficient Data
Strategy
Analytics That (Timely, Reliable,
(Competitive
Are Available)
Advantage, Talent
“The Right
Pivot Points) A Force For
“The Right Logic” Strategic Change Measures”
Effic Collect metrics that measure the cost of providing HR services? 3.0 .24*
Response scale is 1 = “Not Currently Being Considered” … 4 = “Yes, Have Now.” *** p ≤ .001 ** p ≤ .01 * p ≤ .05 t = p ≤ .10
Correlation with HR
How effective are the information, measurement, and
Avg. Role in Strategy (HR
analysis systems of your organization when it comes to:
Managers)
Connecting human capital practices to Organizational
2.6 .36***
Performance
Making decisions that reflect your company’s competitive
3.0 .43***
situation
Assessing the feasibility of new business strategies 2.7 .43***
Supporting organizational change efforts 3.3 .37***
Assessing and improving the human capital strategy of the
3.0 .30**
company
Contributing to decisions about business strategy and
2.9 .42***
human capital management
Identifying where talent has the greatest potential for
3.0 .37***
strategic impact
Response scale: 1 = Very Ineffective, 5=Very Effective *** p ≤ .001 ** p ≤ .01 * p ≤ .05
Correlation with HR
How effective are the information, measurement, and
Avg. Role in Strategy (HR
analysis systems of your organization when it comes to:
Managers)
Assessing HR programs before they are implemented – not
2.7 .18t
just after they are operational
Pinpointing HR programs that should be discontinued 2.8 .14
Evaluating the effectiveness of most HR programs and
3.0 .34***
practices
Assessing and improving the HR department operations 3.4 .16
Response scale: 1 = Very Ineffective, 5=Very Effective *** p ≤ .001 ** p ≤ .01 * p ≤ .05 t = p ≤ .10
Seminar:
HR’s Challenge:
Achieving Strategic Excellence