Introduction Large public libraries [ 1 ] face enormous challenges in the new millennium. These challenges bear most significantly on the traditional library tasks of reference and cataloguing services, collection development and the use of library space. Recent library sector statements describe these challenges in dramatic terms. The second statement outlines what libraries should look like in this digital world.
Work in the 21st Century: To name a few: Within these pressured organizations, there is a need for and opportunity for the human resource function to play a critical role in helping organizations navigate through these transitions. In order to play this role, however, HR will have to increase its real and perceived value.
The role of human resources has been evolving for some time. The shift from "personnel" to "human resources," for example, was part of the movement to acknowledge the value of employees as an organizational resource, and was an attempt to remove some of the stigma that was coming to be associated with slow, bureaucratic personnel departments.
A multitude of changes are expected to occur in the workplace during this century. In a nation already populated by small businesses, more and more people will consider entrepreneurial ventures. Business history deals with the history of business organizations, of business methods, of government regulation of businesses, of labor relations, and of business impacts on ashio-midori.com also includes biographies of individual companies, executives, and ashio-midori.com is related to economic history. Twenty-First Century Managers and Intuition: An Exploratory Example of Pedagogic Change for Business Undergraduates. A. Brown *, C. Holtham, M. Rich and; Management education needs to take account of these changes when developing degree programs that prepare students for business life.
This shift in label was accompanied by a call for HR to become a strategic partner with the leaders of the business-to contribute to significant business decisions, advise on critical transitions, and develop the value of the employees-in short, to have a seat at the table.
He describes a multi-faceted approach to delivering HR services that meets the needs of both employees and employers, and positions HR as a significant contributor to organizational success.
Ulrich presents his approach in terms of deliverables, or outcomes, for which HR should be responsible: In the course of delivering in these four areas, he describes four corresponding roles for HR to play within a business: Similarly, Johnson describes his experiences in executive search in which CEOs describe the HR leaders they want to hire.
He reports that, when hiring a leader for the HR function, most CEOs ask for someone who is, "not a typical HR person," and that most of the successful candidates describe themselves that way. Making the shift to a new HR role will raise unique issues for every HR group that attempts it, but there are some common steps and activities that will increase the likelihood of success.
Some of these steps and activities are: As with any major change effort, a strong leader can develop a clear vision, motivate others to share that vision, and help them work toward achieving it.
One of the ways that HR can provide value is to understand how changing environmental, organizational, and workforce factors will likely influence the business, anticipate the associated HR needs, and be prepared to deliver appropriate solutions to meet those needs.
For example, one movement that is likely to have significant impact on the way people are hired, managed, and valued is that of intellectual capital.
A "new role" HR department is one that has learned about intellectual capital and its implications, evaluated the impact on current practice, and developed ideas and recommendations for changing HR practice and other business processes.
An HR group that is successful in the future will likely be one that is responsive to the changing needs of its client organization. Responsiveness in the changing world of work will require being flexible-as the organizations change, so will their needs and priorities.
In addition, traditional activities and processes may not be sufficient to meet the unique needs of the future-HR leaders will likely rely on creativity of their groups to achieve effective results.
Increasing globalization of the market will create a need for both flexibility and creativity as businesses try to succeed in new locations, with a new workforce, and with new customers. Although this is not a new challenge for HR, it remains a critical one.
It is important to make apparent the value provided by working with the management team to hire the right people, manage them well, pay them appropriately, and build a working environment that encourages success.
Beatty and Schneier extended the concept of delivering value within the organization by arguing that HR must deliver economic value to the customers, as well as to employees.
Here is a sampling of strategies that I have seen implemented as HR groups work to respond to environmental and organizational changes, become more valuable, and deliver results. Some companies are assigning HR employees to specific business units as a way of enabling them to develop a focused relationship with a small part of the business.
This relationship can be enforced when the HR person has a direct reporting relationship with the leader of the business unit. In these situations, the central HR group usually provides information and services to the "distributed" HR representatives, who then deliver the service personally to the business unit.
One advantage of this structure is that it fosters the flexibility and creativity mentioned above, as the local HR people can modify and tailor processes and services to meet the needs of their assigned business units. As organizations grow by merger and acquisition, they often find themselves with multiple HR groups.
These can be duplicative or complementary. When they are duplicative, they can be subject to painful downsizing and consolidation, leaving behind a department that is unable to serve all areas of the business as well as they had been accustomed, which can, in turn, undermine the credibility of HR.
An effective response to this issue is to utilize the multiple HR groups differently. One approach that seems to work well is to develop "centers of excellence," where the HR groups in different parts of the company develop their expertise in a particular area and serve the needs of the larger company in that area-HR groups operating within this model can see each other as resources rather than competitors, and the company benefits from high levels of expertise in a number of areas.
They view their internal customers as clients, learn consulting skills, and take their client satisfaction as a measure of their success. In one large high-technology firm, internal clients whose needs cannot be met by the internal HR group can go to external service providers directly-even for basic HR needs.
One way to bring the perspective of the business into HR-and vice versa-is to rotate line managers into the HR function for periods of time. These individuals often serve as reality checks for the HR group, and then bring an increased understanding of the value of HR back to their line function when the rotation is over.
This approach seems to work best when the duration of the assignment is sufficient to allow the rotated individual enough time to become proficient in some area s of HR and when he or she is working closely with experienced HR people who can help them learn.
Sending HR people into other areas of the business can serve a similar purpose. This approach allows the manager to be more fully involved in the development and direction of employees, with HR as a resource; it requires, however, that those managers have the capabilities needed to work through issues with employees successfully.Managing a Nonprofit Organization: Updated Twenty-First-Century Edition [Thomas Wolf] on ashio-midori.com *FREE* shipping on qualifying offers.
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