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Lawler, Edward E. - In: Strategic HR Review 4 (2005) 3, pp. 3-3

Ed Lawler suggests HR follows the lead set by marketing and finance by dividing its strategic and administrative work into separate functions.

Persistent link: https://www.econbiz.de/10015014820

Making the HR business partner transition at Vodafone

Brearley, Matthew - In: Strategic HR Review 5 (2006) 3, pp. 8-9

Matthew Brearley, Vodafone UK’s head HR business partner, explains how the organization’s HR team made the switch from HR service providers, to business partners who genuinely drive company performance.

Persistent link: https://www.econbiz.de/10015014916

The art of business partnering: Making the move from an operational to a strategic role a success

Brockway, Sharon - In: Strategic HR Review 6 (2007) 6, pp. 32-35

The role of the HR business partner has been heralded as the salvation of HR and the route to making a strategic contribution. Sharon Brockway, director for Roffey Park’s new HR Business Partnering program, explores why business partnering too often fails to live up to expectations and...

Persistent link: https://www.econbiz.de/10015015029

Delivering gender diversity: beyond the business case

Churchman, Sarah; Thompson, Cleo - In: Strategic HR Review 7 (2008) 5, pp. 17-22

strategy to recruit, retain and promote more women to partnership positions at PricewaterhouseCoopers LLP, a global network of … firm. Research limitations/implications – This case study examines the issue of gender equality at director and partnership … level in a limited liability partnership environment. Practical implications – The paper outlines practical lessons learned …

Persistent link: https://www.econbiz.de/10015015052

The value of HR in times of change

Hennessy, Jo; McCartney, Claire - In: Strategic HR Review 7 (2008) 6, pp. 16-22

; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure …

Persistent link: https://www.econbiz.de/10015015057

Creating credible activists

Hills, Jan; Rawes, Caroline - In: Strategic HR Review 8 (2008) 1, pp. 10-15

Purpose – The purpose of this paper is to present the 2007 Human Resource Competency Study (HRCS) from David Ulrich and his associates who gave a clear account of what HR should be doing and the skills needed for high‐achieving HR people to perform even better ( www.rbl.net ). However, what...

Persistent link: https://www.econbiz.de/10015015061

Measuring return on investment in HR

Phillips, Jack; Phillips, Patti - In: Strategic HR Review 8 (2009) 6, pp. 12-19

Purpose – During difficult times in the economy, nothing is more important to top executives than knowing the true value of a particular project or program. “Show me the money” has become a battle cry for many executives demanding that any new HR project or program shows its value even...

Persistent link: https://www.econbiz.de/10015015086

Recession: a shot in the arm for HR

Griffin, Ed; Smith, Grahame - In: Strategic HR Review 9 (2009) 1, pp. 17-22

Purpose – The purpose of this article is to provide a practical view of the developing role of HR, particularly given recessionary conditions. It aims to identify the ways in which HR teams can combine serving the short‐term needs of the organization with making a deeper longer‐term...

Persistent link: https://www.econbiz.de/10015015121