Strategic focus drives HR to restructure

Phillips, Lucy
November 2007
People Management;11/15/2007, Vol. 13 Issue 23, p11
The article focuses on the report "The Changing HR Function: Transforming HR," released by the Chartered Institute of Personnel and Development (CIPD) in Great Britain. The report found that 53 per cent of human resource (HR) departments had been restructured over the past year and 80 per cent had been in the past five years. The most common reason cited by the 800 senior HR professionals who took part in the survey was to enable the function to become more strategic.


Related Articles

  • Are We Effective Consultants? Walker, James W. // Human Resource Planning;2000, Vol. 23 Issue 3, p5 

    The article addresses trends and concerns in the development and implementation of human resource (HR) planning in the United States. Executives and managers are increasingly looking to HR leaders to help develop creative solutions to people-related business issues that affect the organization's...

  • Bosses say HR is too reactive to have big impact.  // Personnel Today;1/27/2004, p3 

    Great Britain's managers have labelled human resources (HR) reactive and say the function fails to play an important role in managing change. And, managers believe, HR needs to improve it's influence with senior executives and concentrate on aligning with business goals. The findings, from the...

  • war for talent II seven ways to win.  // Fast Company;Jan2001, Issue 42, p98 

    This article highlights the report titled War for Talent 2000 released by McKinsey. The report, which takes another in-depth look at this critical issue, is a survey of 6,900 corporate officers, top executives, and midlevel gen-X managers in 56 companies. Here is an excerpt from the report on...

  • The High Cost of Personal Transitions. Sprague, Richard L. // Training & Development Journal;Oct84, Vol. 38 Issue 10, p61 

    Presents guidelines for assisting executives cope with the changes that accompany reorganization. Case study of an executive whose performance suffered following a reorganization; Effects of transition on human and corporate productivity; Necessary procedures involved in completing a...

  • Piece by piece. Guest, David // People Management;7/20/2000, Vol. 6 Issue 15, p26 

    Focuses on a study conducted by Birkbeck College in London which explored human resource management, workplace reorganization and performance. Phases of the research; Effectiveness of human resource practices; Indications of the results. INSETS: The Cummins competitive stroke, by Cathy...

  • AN APPLICATION ON THE BRAND OF TALENT MANAGEMENT PERSPECTIVE. KEÇECİOĞLU, Tamer; YILMAZ, Mustafa Kemal // Journal of Yasar University;2014, Vol. 35 Issue 9, p6235 

    The stiff competition resulting from globalization has led to the changes in business conditions. The companies that want to adapt these changes and obtain sustainable competitive advantages have felt the necessity to enter a restructuring process. As a result of this restructuring, employee...

  • Predictive Leadership. Fitz-enz, Jac // Leadership Excellence Essentials;Aug2009, Vol. 26 Issue 8, p20 

    The article focuses on human capital analytics (HCA). It is considered both a mindset and a focal point. HCA can both be used for large-scale restructurings and for single-mission critical positions. Problems arise when corporate and operating metrics for performance are at a disconnect. Under...

  • Good a time as any to celebrate HR success. King, Jane // Personnel Today;12/14/2004, p2 

    This article presents information about several HR practices. In observing HR since 1998, it has manifestly grown in confidence and influence. Inevitably, government and competitive pressures have driven much of this shift, but HR should nonetheless be proud of how it has adapted as a critical...

  • DOWNSIZING AND HRM STRATEGY: IS THERE A RELATIONSHIP? Kane, Robert L. // International Journal of Employment Studies;Oct1998, Vol. 6 Issue 2, p43 

    Although many organisations have downsized in an attempt to restore or improve performance, downsizings often fail to meet their objectives. It has recently been suggested that the absence of attention to human resource management (HRM) issues in downsizing may be one of the reasons for these...


Read the Article


Sign out of this library

Other Topics