From a Human Resources perspective, we are seeing an emergence of the new era - the period of HR 3.0 Unless we, as HR professionals, develop the capacity to adeptly navigate through this rampant change, we'll become outmoded and value-less.
I took some time reviewing the year of 2010 and wanted to share the top HR reports that are worth re-reading, studying, analyzing. This will equip us with the right tools and knowledge to prevail in this fight for change.
Here you go. The Top 10 HR Reports:
1. Are We There Yet? by Dave Ulrich
Many in HR seem to be asking the question, “Are we there yet?” Too often, many in HR seek but never seem to arrive at their destination. HR must move beyond 'administrative service' or 'compliance function' and arrive at 'business partner with credibility.' In this article, Dave Ulrich suggests and discusses steps in the journey ahead.
2. Boston Consulting Group's Creating People Advantage 2010
Many in HR seem to be asking the question, “Are we there yet?” Too often, many in HR seek but never seem to arrive at their destination. HR must move beyond 'administrative service' or 'compliance function' and arrive at 'business partner with credibility.' In this article, Dave Ulrich suggests and discusses steps in the journey ahead.
2. Boston Consulting Group's Creating People Advantage 2010
- This report details which HR practices and methodologies are helping companies to create competitive advantage and which need a different approach to suit the times. This analysis of a broad range of HR topics is based on the second survey conducted by The Boston Consulting Group and the World Federation of People Management Associations, which generated responses from more than 5,500 executives in 109 countries covering five continents and spanning many industries.
3. The Future of HR From a Shareholders Perspective by Dr. John Sullivan
Most pundits that forecast the future of the human resource function do so from a narrow perspective that assumes the future offers little more than an evolution of the past or present. The forecasts fail to consider how radically different the profession might be if we threw out all that we do today and started with a blank slate, or if we handed functional leadership over to other functional professionals with little exposure to legacy HR thinking.
4. PriceWaterhouseCoopers' Who Gets the Top HR Job?
A new study examines where the top HR leaders in the largest US organisations are coming from and where they may be headed. The financial crisis has offered an opportunity to rethink where many aspects of business are heading. Perhaps no functional area has gone through more turmoil than human resources. HR seems to be subject to renewed scrutiny by CEOs. Examining the background of top HR executives is instructive and may help inform how corporate leadership sees the HR function itself.
5. Center for Performance Led-HR's Engaged to Perform: A New Perspective on Employee Engagement
Our fundamental purpose in this White Paper is to examine this issue on behalf of HR Directors. We explore how thinking about the issue has developed over time, how assumptions have been created, sometimes tested, sometimes not. We guide the reader through the many, and sometimes conflicting, views about engagement and in so doing, help bring HR Directors to a better understanding of what can be done with this idea. In deconstructing the ideas behind engagement, we then put them back together again in to what we believe is a better HR strategy, and one that will endure over the forthcoming – and crucially important – few years.
6. Changing Mental Models- HR's Most Important Task by Jeffrey Pfeffer
In the “managerial knowledge” marketplace, there is little evidence of much diffusion of ideas, innovative business models, or management practices. In organizations not implementing what they know they should be doing based on experience and insight, and in companies not acting on the basis of the best available evidence, one main factor explains the difficulties—the mental models or mind-sets of senior leaders. How they are formed, what they are about, and a multitude of examples that show how those mind-sets can be improved are presented here.
7. Corporate Leadership Council's Building NextGeneration HR-Line Partnerships
8. IBM's Unlocking the DNA of the adaptable workforce
Most pundits that forecast the future of the human resource function do so from a narrow perspective that assumes the future offers little more than an evolution of the past or present. The forecasts fail to consider how radically different the profession might be if we threw out all that we do today and started with a blank slate, or if we handed functional leadership over to other functional professionals with little exposure to legacy HR thinking.
4. PriceWaterhouseCoopers' Who Gets the Top HR Job?
A new study examines where the top HR leaders in the largest US organisations are coming from and where they may be headed. The financial crisis has offered an opportunity to rethink where many aspects of business are heading. Perhaps no functional area has gone through more turmoil than human resources. HR seems to be subject to renewed scrutiny by CEOs. Examining the background of top HR executives is instructive and may help inform how corporate leadership sees the HR function itself.
5. Center for Performance Led-HR's Engaged to Perform: A New Perspective on Employee Engagement
Our fundamental purpose in this White Paper is to examine this issue on behalf of HR Directors. We explore how thinking about the issue has developed over time, how assumptions have been created, sometimes tested, sometimes not. We guide the reader through the many, and sometimes conflicting, views about engagement and in so doing, help bring HR Directors to a better understanding of what can be done with this idea. In deconstructing the ideas behind engagement, we then put them back together again in to what we believe is a better HR strategy, and one that will endure over the forthcoming – and crucially important – few years.
6. Changing Mental Models- HR's Most Important Task by Jeffrey Pfeffer
In the “managerial knowledge” marketplace, there is little evidence of much diffusion of ideas, innovative business models, or management practices. In organizations not implementing what they know they should be doing based on experience and insight, and in companies not acting on the basis of the best available evidence, one main factor explains the difficulties—the mental models or mind-sets of senior leaders. How they are formed, what they are about, and a multitude of examples that show how those mind-sets can be improved are presented here.
7. Corporate Leadership Council's Building NextGeneration HR-Line Partnerships
8. IBM's Unlocking the DNA of the adaptable workforce
IBM interviewed over 400 HR executives at organizations from 40 countries to find out how they were addressing these workforce challenges. The 2008 Global Human Capital Study shows that in order to succeed in today and tomorrow's marketplace, there are key areas of focus that require the immediate attention of not just the HR function, but senior executives across the organization. The Human Capital Study highlights how addressing these key focus areas can help transform your workforce and take its performance to the next level.
9. Deloitte's Tailored to the Bottom Line10. IBM's 2010 Chief Executive Officer Study
In a world fraught with uncertainty, what are today's CEOs doing to strengthen their situations against competitors? Previously, CEOs have consistently identified change as their most pressing challenge. Today, CEOs are telling us that the complexity of operating in an increasingly volatile and uncertain world is their primary challenge. And, a surprising number of them told us that they feel ill-equipped to succeed in this drastically different world. How are leaders dealing with this level of complexity? What strategies are the most successful organizations employing to tap into new opportunities, and overcome the barriers to growth? To find out, we conducted over 1500 face-to-face interviews—the largest known study of its kind with CEOs from companies of all sizes across 60 countries, representing 33 industries.
BONUS:
11. Deloitte's Heading Off a Resume TsunamiBONUS:
In a tough economy, voluntary turnover isn’t considered much of a problem. In fact, companies struggling to reduce costs any way they can might even welcome the idea of people leaving voluntarily. At the same time, most employees are hunkering down and not even bothering to look for other jobs.Of course, when the economy starts to turn around, it could be a whole new ball game. As companies scramble to find qualified talent, workers who suffered through years of anxiety and belt-tightening may defect in droves for better opportunities. Is this a real problem that business leaders should worry about now? Or should they wait and see what happens?
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