HR at a crossroads

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/137572/1/aphr12104.pd

Dreams: Where human resource development is headed to deliver value

No abstract.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/55960/1/1189_ftp.pd

What is talent?

Leadership development, according to Ulrich and Smallwood, is not only about developing future generations of leaders. It's also about self‐development. Similarly, the concept of talent is multidimensional, and not completely understood by the C‐suite executives at the top of organizations. Ulrich and Smallwood provide a detailed and concrete examination of what talent really is, and how it can be developed through succession, customization, and modeling, along with suggestions for proper leadership investment. They have also synthesized their findings into the following formula: “Talent = competence × commitment × contribution.”Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/89446/1/20011_ftp.pd

Leadership Sustainability

Today's leaders require leadership sustainability, the ability to make personal improvements stick over the long term. Ulrich and Smallwood contend that leaders fail at the stage of implementation, even after enthusiastically embracing coaching, learning, and other performance improvement efforts. The challenge, they write, “is how to turn these events into an ongoing pattern.” Their research found seven principles driving sustainability: simplicity, time, accountability, resources, tracking, melioration (“a new term for a whole complex of actions and attitudes designed to make things better”), and emotion. They also list more than 20 crucial books on such subjects as change, influence, and self‐discipline.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/100138/1/20098_ftp.pd

Winning in challenging markets requires stronger attention to human capital

Dave Ulrich and David Kryscynski share four contrarian insights to help firms leverage human capita

Pain, Pathos, and Paranoia: Responses to the Unstructured OB Course

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/69041/2/10.1177_105256298200700405.pd

Aligning firm, leadership, and personal brand

No abstract.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/57921/1/265_ftp.pd

Recent study shows impact of HR competencies on business performance

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/91151/1/21348_ftp.pd

Competencies for HR Professionals Who Deliver Outcomes

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/138377/1/ert21623.pd

The twenty-first-century HR organization

Like any value-creating staff function, HR departments should operate as a business within a business. Others have focused on the strategy and direction of HR departments. This article examines the next evolution for how HR department organization structure can deliver value based on two premises: (1) HR organization should be structurally aligned with the organization structure of the business and (2) because diversified/allied business models prevail, it is important to lay out the five roles and responsibilities of HR that respond to this organization model: service centers, corporate, centers of expertise, embedded HR, and operational HR. The article lays out the duties of each role, the relationship among these roles, and suggestions for implementing this new HR structure. © 2008 Wiley Periodicals, Inc.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/61309/1/20247_ftp.pd