, by William A. Schiemann, is reviewed.
While growth of sales, profits and geographic expansion of small businesses have been examined in numerous studies, little research exists examining when a small business should increase the size of its workforce. The present study attempts to address this gap in the literature by examining if organizational planning, communication, human resource management problems, and trusting employees might indicate when a small business should increase its number of employees. The findings indicate that as human resource problems begin to emerge, increasing the size of the workforce might begin to resolve some of these problems.
HR leaders and scholars acknowledge that the HR function too often has been shunted aside when strategic issues are identified and addressed. Recent studies show little change in the last decade in this peripheral status. The types of people and change-management challenges associated with developing and executing sustainability strategies would appear to offer HR leaders a great opportunity to enhance their strategic roles. A good sustainability strategy must first be a good business strategy that fits an organization's unique value-chain opportunities and threats, while providing a competitive advantage. To better understand the context in which the HR leaders in the survey operate, researchers first examined the extent of sustainability implementation in their organizations. Encourag...
Recently, the distinction between strategy formulation and execution has become increasingly blurred -- the implementation of strategy is as important than the strategy itself. Because implementation is driven heavily by measurements, rewards, staffing, training and communications, HR is central to effective strategy implementation. This article focuses on the importance of the Strategic Architect role for the effectiveness of HR Professionals. The authors define what it means to be a Strategy Architect; report research on the impact and role of being a Strategy Architect; and propose specific suggestions for successfully playing this role. Based on this research and the author's experience in applying it, they suggest there are five ways HR professionals can better play the role of Str...
Today the need for leaders -- able, inspired and capable ones -- is greater than ever. Leaders must not only have the capacity to lead complex organizations with global scope and scale, they must demonstrate visionary thinking, and an ability to execute, uphold the highest ethical standards, and develop others at all levels. They also must understand the business as a whole and build influential relationships with customers and stakeholders. Finding, developing and accelerating such capability is not so easy. In Hewitt's 2007 Top Companies for Leaders study -- which identifies companies who attract, develop, and retain leaders best -- 30% of companies reported concerns with losing developed talent to competitors and 61% reported an insufficient leader pipeline. One vital way these compa...
To identify what makes a high-performing company, a team from the Institute for Corporate Productivity (i4cp) used the relevant business research to suggest the characteristics most associated with success. They conducted the High-Performance Organization Survey 2007-commissioned by American Management Association (AMA)- and asked 1,369 respondents about how they achieve results. The survey inquired about revenue growth, market share, profitability and customer satisfaction. The research team correlated market performance with responses about strategy, leadership, customer-orientation and other factors and analyzed how high performers differ from the others. Like all survey data, these results have their limitations. Correlation is not causation, and the data are based on self-reports r...
Thinking for a Living: How to Get Better Performances And Results from Knowledge Workers, by Thomas H. Davenport, is reviewed.
This article introduces the concept of the branded talent developer, an organization that emphasizes the career and developmental opportunities it offers as a means of gaining competitive advantage in the war for talent. The authors describe the financial and operating advantages earned by these organizations in attracting and retaining talented employees. We also characterize the nine qualities that differentiate branded talent developers from other organizations, and the difficulties inherent in building and preserving a reputation as a branded developer. Finally, we discuss the several important roles played by HR professionals in establishing a talent development brand.
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