Human Resources in the 21st Century

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Edition: 1st
Format: Hardcover
Pub. Date: 2003-04-30
Publisher(s): WILEY
List Price: $54.60

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Summary

New and faster technology, redefined values, and shifting customer demands are changing the way businesses operate in the twenty-first century. Human resources and business leaders are faced with the challenge of redefining their strategies on leadership, talent, and diversity, while evaluating their operational effectiveness. This book presents the compelling contributions of thought leaders-such as David Ulrich, Rosabeth Moss Kanter, and Jeffrey Pfeffer-who offer a road map for what these leaders can expect. Renowned HR executives also provide their expert advice and prescriptions for the future. The nature of human resources will continue to evolve as the new century progresses-with this book, HR professionals can change with it.Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates Leadership Practice. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Robert Gandossy (Redding, CT) heads Hewitt's Global Practice Leaders for Talent and has over twenty years' experience in human resources, leadership, and change management. Marshall Goldsmith (Santa Fe, CA) is a founding Director of The Alliance for Strategic Leadership, a consulting organization.

Author Biography

Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates' Leadership Practice (http://was.hewitt.com/hewitt/), and is based in Hewitt's Connecticut Center. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Hehas an M.B.A. with Honors Letters from the Yale School of Management.

Robert Gandossy (Redding, CT) is Hewitt's Global Practice Leaders for Talent and has over 20 years experience in human resources, leadership, and change management. He has written numerous articles and papers. He holds a Ph.D. from Yale University.

Marshall Goldsmith (Rancho Santa Fe, CA) is one of the world's foremost authorities in helping leaders achieve positive, measurable change in behavior: for themselves, their people and their teams. Marshall is a founding director of A4SL-The Alliance for Strategic Leadership, a consulting organization that includes over 100 top professionals in the field of leadership development. He is on the faculty of the global executive education program for Dartmouth and Oxford (UK) Universities. Marshall is a partner in Duke Corporate Education's Personal Learning Systems. He is an emeritus member of the Board of the Peter Drucker Foundation. He has a Ph.D. from UCLA.

Foreword by Rosabeth Moss Kanter, Harvard Business School and author of the best-selling book Evolve!

Table of Contents

Foreword vii
Rosabeth Moss Kanter
Preface xiii
Acknowledgments xvii
Part I People: HR's Bottom-Line Asset
Getting Extraordinary Results from Ordinary People
3(8)
Libby Sartain
Looking North on the Leadership Compass: Effective HR Management for the New Century
11(8)
Michael Useem
The 21st Century Workforce: Implications for HR
19(6)
Jeff Brown
Lindy Williams
Engaging the Generations
25(10)
Beverly Kaye
Devon Scheef
Diane Thielfoldt
Globalization: How Real Are the People Challenges?
35(16)
Neville Osrin
Francis Stickland
Understanding Referent Groups and Diversity: A Key Challenge for Human Resource Leaders
51(8)
Marshall Goldsmith
R. Roosevelt Thomas Jr.
Part II Emerging Practices
Putting Pride to Work: Recapturing the Power of the Most Effective Motivational Force
59(8)
Jon R. Katzenbach
Niko Canner
Marc A. Feigen
Leveraging HR: How to Develop Leaders in ``Real Time''
67(12)
Linda Sharkey
Strategic HRM Measurement: From Justifying HR to Strategic Talent Leadership
79(12)
John W. Boudreau
Peter Ramstad
Human Resource Management and Business Performance: Lessons for the 21st Century
91(8)
David Lewin
The Icarus Syndrome: Talent Management and Derailment in the New Millennium
99(10)
Adrian Furnham
Maximizing the Probability of Success of Newly Recruited Executives
109(6)
Charles G. Tharp
Ben E. Dowell
Learning via Education and Training
115(6)
D. Quinn Mills
Beam Me Some Talent, Scotty! Knowledge, Learning, and Technology on the Starship Enterprise
121(8)
Elliott Masie
Part III Emerging Organization and Culture
Free to Choose: Fostering the Innovative Organization
129(6)
Lynda Gratton
Building a New Partnership
135(8)
Allan R. Cohen
David L. Bradford
Get Down to Business
143(6)
Kate DCamp
Accommodating Change in the 21st Century
149(8)
Yvonne R. Jackson
Managing Global Total Rewards
157(12)
Richard Kantor
Globalization of HR: 21st Century Challenges
169(8)
Robert J. Joy
Paul Howes
Challenges of a Global Marketplace
177(10)
Howard Morgan
Part IV Leading Change: The Enduring Task
When Change Is Out of Our Control
187(8)
Margaret Wheatley
Mother's Work Is Never Done: Myths and Facts about Organizational Change
195(8)
James O'Toole
Unilever's Path to Growth: Reflections on a Journey in Progress
203(12)
Arjan Overwater
Thomas W. Malnight
Finding the Missing Link: Connecting Your Business Strategy and Leadership Strategy
215(12)
Marc Effron
Convergence of HR: Leadership and Change Management
227(12)
Wayne Brockbank
Part V The HR Profession: Coming Demise or New Beginning?
Is This the End of HR?
239(6)
Stan Davis
Transforming Your HR Department into a Start-Up Professional Services Firm
245(6)
William Bridges
Susan Mitchell Bridges
What's Next for the People Function? A Missing Link for Delivering Value
251(8)
David Ulrich
Norman Smallwood
Profession at a Crossroads
259(6)
J. Randall MacDonald
Human Resources and Power: Oxymoron or Necessity?
265(8)
Jeffrey Pfeffer
Managing for Execution: HR Delivery Imperatives for the 21st Century
273(8)
Jason Jeffay
Sandy K. Bicos
HR as a Trusted Partner
281(6)
James B. Dagnon
The HR Head as Trusted CEO Advisor: Six Strategies for Becoming a Valued Partner to Senior Management
287(8)
Robert Gandossy
Andrew Sobel
Notes 295(12)
About the Contributors 307(16)
Index 323

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