By Courtney Hamilton, David F. Larcker, Stephen A. Miles, and Brian Tayan, Stanford Closer Look Series, February 15, 2019
Two decades ago, McKinsey advanced the idea that large U.S. companies are engaged in a “war for talent” and that to remain competitive they need to make a strategic effort to attract, retain, and develop the highest-performing executives. To understand the contribution of the human resources department to company strategy, we surveyed 85 CEOs and chief human resources officers at Fortune 1000 companies. In this Closer Look, we examine what these senior executives say about the contribution of HR to the strategic efforts and financial performance of their companies.
We ask:
• What role does HR play in the development of corporate strategy?
• Does HR have an equal voice or is it junior to other members of the senior management team?
• Do boards see HR and human capital as critical to corporate performance?
• How do boards ascertain whether management has the right HR strategy?
• How adept are companies at using data from HR systems to learn what programs work and why?
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
Many believe that the selection of the CEO is the single most important decision that a board of directors can make. In recent years, several high profile transitions at major corporations have cast a spotlight on succession and called into question the reliability of the process that companies use to identify and develop future leaders.
In this Closer Look, we examine seven common myths relating to CEO succession. These myths include the beliefs that:
1. Companies Know Who the Next CEO Will Be
2. There is One Best Model for Succession
3. The CEO Should Pick a Successor
4. Succession is Primarily a “Risk Management” Exercise
5. Boards Know How to Evaluate CEO Talent
6. Boards Prefer Internal Candidates
7. Boards Want a Female or Minority CEO
We examine each of these myths and explain why they do not always hold true. We ask:
• Why aren’t more companies prepared for a change at the top?
• Would directors make better hiring decisions if they had better knowledge of the senior management team?
• Would they be more likely to hire a CEO from within?
• Would they be more likely to hire a female or minority candidate?
• How many succession should a director participate in before he or she is considered “qualified” to lead one?
Read the Closer Look and let us know what you think!
Why organizational strategy matters
Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Watson Helsby's FTSE 100 Group Director of Corporate Communications / Affairs...Samantha Rogers
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
Watson Helsby's Annual FTSE 100 Group Director of Corporate Communications/Af...Nick Helsby
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Businesses today need to take advantage of every conceivable angle and opportunity to stack the deck in their favor if they are to become major players in their industries . One often overlooked tactic is to utilize compensation, not as a traditional reward and recognition system, but as a strategic tool. Leading organizations recognize that taking a strategic approach to compensation can play a major role in their ongoing success.This line of thinking is getting a lot of attention in the world of compensation leadership. For example, recent Aberdeen research demonstrates that creating a formalized compensation strategy is rapidly becoming a best practice among top performing organizations. In fact, Best-in-Class companies are 12% more likely than Average organizations and 57% more likely than Laggard organizations to have a formal compensation strategy in place.
By many measures, current CEOs should be the best candidates to serve on boards of directors. They have extensive strategic, operational, and risk management expertise, as well as experiences and leadership attributes that are important for a firm’s long-term success.
However, there is currently no widely accepted, rigorous study that demonstrates that current CEOs are better board members or that companies with CEO directors benefit in terms of improved advice or monitoring. In fact, recent survey data suggests that active CEOs might not always be the best board members because of the time constraints of their full time job and personality attributes that may make it difficult for them to contribute constructively to a boardroom environment.
We examine this issue in closer detail and ask:
1. Should companies reassess the importance of this criteria when looking for new board members?
2. Does the requirement for CEO-level experience limit the pool of available directors, particularly diversity candidates who may be less likely to have this experience?
3. If the availability of CEO directors is low, should professional directors be recruited to fill the gap?
4. Do the positive qualities of a retired CEO deteriorate, or do they never become outdated?
Read the attached Closer Look and let us know what you think!
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
After readingwatching the attachments, share your views on the foll.docxmilissaccm
After reading/watching the attachments, share your views on the following question:
If you were considering an international assignment, which of the expatriate selection criteria would be of greatest
Answer Only (200-300 Words)
ATTACHMENTS:
1. First article:
Expatriate Selection Criteria
The demand for expatriate employees is growing rapidly. Companies, repeatedly report that one of their top strategies is to “deploy” more staff on international assignments.” Selecting someone for an international assignment depends on a variety of different employment factors, including the extent of contact the business will have with local citizens and the government and the degree to which the foreign environment differs from the home environment. The magnitude of differences between the political, legal, socioeconomic, and cultural systems of the host country and those of the home country should also be assessed. Even companies that believe they have selected the best candidates frequently experience high expatriate failure rates. Poor cultural fit is a major reason why assignments fail. A lack of expatriate support from headquarters is another major cause. Yet another big factor is a spouse’s inability to adjust to his or her new surroundings. Today, more companies are preparing families by offering them cultural and language training.
2. Second article:
Strong HR Leads to Better Business Performance Worldwide
By Roy Maurer 12/19/2014 Permissions
Companies with strong people management capabilities such as talent and leadership management and HR strategy and datadriven insights show significantly better financial performance than companies that are weaker in those areas, according to a new report released by the Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA).
The report titled How to Set Up Great HR Functions: Connect, Prioritize, Impact is the latest in BCG’s annual Creating People Advantage series, which explores emerging trends in HR.
In this year’s survey, 3,507 respondents from 101 countries participated, representing a variety of industries. In addition, 64 HR and nonHR executives at leading companies around the world were interviewed.
The Society for Human Resource Management (SHRM) collaborated with BCG and WFPMA on data collection efforts in the U.S., China and India. In the U.S., 319 SHRM members completed the survey. In China, SHRM collected 71 responses. SHRM India worked with the National HRD Network in India to collect 112 responses.
“As part of SHRM’s ongoing involvement and commitment to the WFPMA, we’ve participated in the survey every two years in an effort to generate data worldwide, and this year we were able to assist in getting more countries into the mix,” said Howard Wallack, SHRMSCP, vice president for global business development at SHRM. “The biannual results consistently show that there are more commonalities of HR and business challenges across regions that u.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
Many believe that the selection of the CEO is the single most important decision that a board of directors can make. In recent years, several high profile transitions at major corporations have cast a spotlight on succession and called into question the reliability of the process that companies use to identify and develop future leaders.
In this Closer Look, we examine seven common myths relating to CEO succession. These myths include the beliefs that:
1. Companies Know Who the Next CEO Will Be
2. There is One Best Model for Succession
3. The CEO Should Pick a Successor
4. Succession is Primarily a “Risk Management” Exercise
5. Boards Know How to Evaluate CEO Talent
6. Boards Prefer Internal Candidates
7. Boards Want a Female or Minority CEO
We examine each of these myths and explain why they do not always hold true. We ask:
• Why aren’t more companies prepared for a change at the top?
• Would directors make better hiring decisions if they had better knowledge of the senior management team?
• Would they be more likely to hire a CEO from within?
• Would they be more likely to hire a female or minority candidate?
• How many succession should a director participate in before he or she is considered “qualified” to lead one?
Read the Closer Look and let us know what you think!
Why organizational strategy matters
Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Watson Helsby's FTSE 100 Group Director of Corporate Communications / Affairs...Samantha Rogers
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
Watson Helsby's Annual FTSE 100 Group Director of Corporate Communications/Af...Nick Helsby
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Businesses today need to take advantage of every conceivable angle and opportunity to stack the deck in their favor if they are to become major players in their industries . One often overlooked tactic is to utilize compensation, not as a traditional reward and recognition system, but as a strategic tool. Leading organizations recognize that taking a strategic approach to compensation can play a major role in their ongoing success.This line of thinking is getting a lot of attention in the world of compensation leadership. For example, recent Aberdeen research demonstrates that creating a formalized compensation strategy is rapidly becoming a best practice among top performing organizations. In fact, Best-in-Class companies are 12% more likely than Average organizations and 57% more likely than Laggard organizations to have a formal compensation strategy in place.
By many measures, current CEOs should be the best candidates to serve on boards of directors. They have extensive strategic, operational, and risk management expertise, as well as experiences and leadership attributes that are important for a firm’s long-term success.
However, there is currently no widely accepted, rigorous study that demonstrates that current CEOs are better board members or that companies with CEO directors benefit in terms of improved advice or monitoring. In fact, recent survey data suggests that active CEOs might not always be the best board members because of the time constraints of their full time job and personality attributes that may make it difficult for them to contribute constructively to a boardroom environment.
We examine this issue in closer detail and ask:
1. Should companies reassess the importance of this criteria when looking for new board members?
2. Does the requirement for CEO-level experience limit the pool of available directors, particularly diversity candidates who may be less likely to have this experience?
3. If the availability of CEO directors is low, should professional directors be recruited to fill the gap?
4. Do the positive qualities of a retired CEO deteriorate, or do they never become outdated?
Read the attached Closer Look and let us know what you think!
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
After readingwatching the attachments, share your views on the foll.docxmilissaccm
After reading/watching the attachments, share your views on the following question:
If you were considering an international assignment, which of the expatriate selection criteria would be of greatest
Answer Only (200-300 Words)
ATTACHMENTS:
1. First article:
Expatriate Selection Criteria
The demand for expatriate employees is growing rapidly. Companies, repeatedly report that one of their top strategies is to “deploy” more staff on international assignments.” Selecting someone for an international assignment depends on a variety of different employment factors, including the extent of contact the business will have with local citizens and the government and the degree to which the foreign environment differs from the home environment. The magnitude of differences between the political, legal, socioeconomic, and cultural systems of the host country and those of the home country should also be assessed. Even companies that believe they have selected the best candidates frequently experience high expatriate failure rates. Poor cultural fit is a major reason why assignments fail. A lack of expatriate support from headquarters is another major cause. Yet another big factor is a spouse’s inability to adjust to his or her new surroundings. Today, more companies are preparing families by offering them cultural and language training.
2. Second article:
Strong HR Leads to Better Business Performance Worldwide
By Roy Maurer 12/19/2014 Permissions
Companies with strong people management capabilities such as talent and leadership management and HR strategy and datadriven insights show significantly better financial performance than companies that are weaker in those areas, according to a new report released by the Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA).
The report titled How to Set Up Great HR Functions: Connect, Prioritize, Impact is the latest in BCG’s annual Creating People Advantage series, which explores emerging trends in HR.
In this year’s survey, 3,507 respondents from 101 countries participated, representing a variety of industries. In addition, 64 HR and nonHR executives at leading companies around the world were interviewed.
The Society for Human Resource Management (SHRM) collaborated with BCG and WFPMA on data collection efforts in the U.S., China and India. In the U.S., 319 SHRM members completed the survey. In China, SHRM collected 71 responses. SHRM India worked with the National HRD Network in India to collect 112 responses.
“As part of SHRM’s ongoing involvement and commitment to the WFPMA, we’ve participated in the survey every two years in an effort to generate data worldwide, and this year we were able to assist in getting more countries into the mix,” said Howard Wallack, SHRMSCP, vice president for global business development at SHRM. “The biannual results consistently show that there are more commonalities of HR and business challenges across regions that u.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
Happiness at work drives business objectives. Research shows that happy employees are more profitable, more customer-oriented and more productive. They also stand less chances of leaving that company. That’s why some companies have made happiness at work a way of doing business.
According to The Conference Board, Human Capital and Operational Excellence rank first in the Top Global Challenges in 2013. Retaining and rewarding the best employees is a major concern for more than half of HR professionals, along with the development of the next generation of corporate leaders. Employee turnover and employee motivation have an immense impact on revenues, on company culture and on its talent competitiveness in the marketplace.
It doesn’t matter if you’re a small company who just started to build a reputation or if you’re a top 40 company, your Human Capital is your biggest challenge in the upcoming years. It can make you or break you.
In this white paper we examine a very popular yet sometimes controversial subject: Happiness At Work. We’ll talk about some of the latest HR trends, about employee engagement and how you can increase workplace happiness in 2014.
Content Summary
1. Executive summary
2. Latest HR Issues
3. The challenges of employee engagement
4. How is the new HR world resolving these problems?
5. Is employee happiness interesting?
6. The case for employee happiness
7. Conclusions
Download the full White Paper!
MacroEnterprises Case StudyHRM498Miriam Dozier.docxsmile790243
MacroEnterprises Case Study
HRM/498
Miriam Dozier
INTRODUCTION
Human resource is a management function that aims at maximizing employees performance with regard to the organization’s set objectives.
Focuses on the management of individuals within an organization.
Human resource exists as one of the departments within a given organization.
It performs various activities ranging from recruiting employees, development and training, performance appraisals to monitoring employee benefits.
It also look into matters concerning industrial relations, organizational change and transformations.
Human resource management covers the following areas, job designing and analysis, workforce planning, selection and recruitment, development and training, compensations and legal issues. Human resource management walks hand in hand with human relation movement and focuses on issues of strategic management.
2
WHY HR SHOULD BE A STRATEGIC PARTNER AT MACROENTERPRISE
Some people might argue that human resource management is not an important part of a vast business , the truth is, HR plays an important role in macro enterprises.
Human resource enhances the skills of employees within an organization, through this, the employees are able to meet the demands of the business.
Meeting the business demands by employees results in the rise of profit margins.
Human resource helps in improving the productivity of a given firm and employee satisfaction as it decreases the chances of employee stagnation and monotony.
Human resource boosts productivity through training of employees. Training helps employees to acquire confidence thus making them ready to handle challenges associated with business demands and production, the end result of all this is that, the organization ends up making lots of profits.
Profitability is one of the fundamental reasons why human resources management should be a strategic business partner. Full participation of all departments within an organization through the collaborative actions of the human resource department, promotes maximum reaping of profits by an organization.
3
WHY HR SHOULD BE A STRATEGIC PARTNER AT MACROENTERPRISE
Another key reason as to why human resource should be a strategic partner at a macro enterprise relates to issues concerning funds within an a organization,
Human resource can justify the usage of funds within a business enterprise.
For instance, it can justify why a certain project requires a certain amount of funds and why a certain amount should be allocated to certain projects and not others.
It can help in proper distribution of an organizations financial resources.
Through human resource, funding of training, implementation of competitive salaries, employee development programs can be effected.
Human resource department, looks into the welfare of employees, through the implementation of beneficial activities, the companies competitiveness and position rises thus attracting ...
Midsized businesses play an important role in the recovering U.S. economy. The Association for Corporate Growth (ACG), for example, reports that while midsized businesses represent just 1% of all businesses, they provide 26.5% (48 million) of all U.S. jobs. Review this whitepaper and learn about the three key themes which emerged in the study results - employee engagement, talent management, and compliance.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Authored by: David F. Larcker, Bradford Lynch, Brian Tayan, and Daniel J. Taylor, June 29, 2020
Investors rely on corporate disclosure to make informed decisions about the value of companies they invest in. The COVID-19 pandemic provides a unique opportunity to examine disclosure practices of companies relative to peers in real time about a somewhat unprecedented shock that impacted practically every publicly listed company in the U.S. We examine how companies respond to such a situation, the choices they make, and how disclosure varies across industries and companies.
We ask:
• What motivates some companies to be forthcoming about what they are experiencing, while others remain silent?
• Do differences in disclosure reflect different degrees of certitude about how the virus would impact businesses, or differences in management perception of its obligations to shareholders?
• What insights will companies learn to prepare for future outlier events?
Authored by: avid F. Larcker, Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), April 2020
This Research Spotlight provides a summary of the academic literature on board composition, quality, and turnover. It reviews the evidence of:
The appointment of outside CEOs as directors
The importance of industry expertise to performance
The relation between director skills and performance
The stock market reaction to director resignations
Whether directors are penalized for poor oversight
This Research Spotlight expands upon issues introduced in the Quick Guide Board of Directors: Selection, Compensation, and Removal.
David F. Larcker and Brian Tayan, April 21, 2020, Stanford Closer Look Series
Little is known about the process by which pre-IPO companies select independent, outside board members—directors unaffiliated with the company or its investors. Private companies are not required to disclose their selection criteria or process, and are not required to satisfy the regulatory requirements for board members set out by public listing exchanges. In this Closer Look, we look at when, why, and how private companies add their first independent, outside director to the board.
We ask:
• Why do pre-IPO companies rely on very different criteria and processes to recruit outside directors than public companies do?
• What does this teach us about governance quality?
• How important are industry knowledge and managerial experience to board oversight?
• How important are independence and monitoring?
• Does a tradeoff exist between engagement and fit on the one hand and independence on the other?
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
By John D. Kepler, David F. Larcker, Brian Tayan, and Daniel J. Taylor, January 28, 2020
Corporate executives receive a considerable portion of their compensation in the form of equity and, from time to time, sell a portion of their holdings in the open market. Executives nearly always have access to nonpublic information about the company, and routinely have an information advantage over public shareholders. Federal securities laws prohibit executives from trading on material nonpublic information about their company, and companies develop an Insider Trading Policy (ITP) to ensure executives comply with applicable rules. In this Closer Look we examine the potential shortcomings of existing governance practices as illustrated by four examples that suggest significant room for improvement.
We ask:
• Should an ITP go beyond legal requirements to minimize the risk of negative public perception from trades that might otherwise appear suspicious?
• Why don’t all companies make the terms of their ITP public?
• Why don’t more companies require the strictest standards, such as pre-approval by the general counsel and mandatory use of 10b5-1 plans?
• Does the board review trades by insiders on a regular basis? What conversation, if any, takes place between executives and the board around large, single-event sales?
Short summary
We identify potential shortcomings in existing governance practices around the approval of executive equity sales. Why don’t more companies require stricter standards to lessen suspicion around insider equity sales activity? Do boards review trades by insiders on a regular basis?
By David F. Larcker, Brian Tayan
Core Concepts Series. Corporate Governance Research Initiative,
A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide takes an in-depth look at the Principles of Corporate Governance.
Authors: David F. Larcker and Brian Tayan, Stanford Closer Look Series, November 25, 2019
Among the controversies in corporate governance, perhaps none is more heated or widely debated across society than that of CEO pay. The views that American citizens have on CEO pay is centrally important because public opinion influences political decisions that shape tax, economic, and regulatory policy, and ultimately determine the standard of living of average Americans. This Closer Look reviews survey data of the American public to understand their views on compensation. We ask:
• How can society’s understanding of pay and value creation be improved and the controversy over CEO pay resolved?
• How should the level of CEO pay rise with complexity and profitability, particularly among America’s largest corporations?
• Should pay be reformed in the boardroom, or should high pay be addressed solely through the tax code?
• Are negative views of CEO pay driven by broad skepticism and lack of esteem for CEOs? Or do high pay levels themselves contribute to low regard for CEOs?
By David F. Larcker and Brian Tayan
CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, November 2019.
In fall 2019, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of In October 2019, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 3,062 individuals—representative by age, race, political affiliation, household income, and state residence—to understand the American population’s views on current and proposed tax policies.
Key findings include:
--Tax rates for high-income earners are about right
--Majority favor a wealth tax … but not if it harms the economy
--Americans do not want to set limits on personal wealth
--Americans do not believe in a right to universal basic income
--Trust in the ability of the U.S. government to spend tax dollars effectively is low
--Americans believe in higher taxes for corporations who pay their CEO large dollar amounts
--Little appetite exists to break up “big tech”
By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019
New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning.
• While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do.
• Directors recognize that tensions exist between shareholder and stakeholder interests. That said,
most believe their companies successfully balance this tension.
• In general, directors reject the view that their companies have a short-term investment horizon in
running their businesses.
In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.
by David F. Larcker and Brian Tayan, Stanford Closer Look Series, October 7, 2019
A reliable system of corporate governance is considered to be an important requirement for the long-term success of a company. Unfortunately, after decades of research, we still do not have a clear understanding of the factors that make a governance system effective. Our understanding of governance suffers from 1) a tendency to overgeneralize across companies and 2) a tendency to refer to central concepts without first defining them. In this Closer Look, we examine four central concepts that are widely discussed but poorly understood.
We ask:
• Would the caliber of discussion improve, and consensus on solutions be realized, if the debate on corporate governance were less loosey-goosey?
• Why can we still not answer the question of what makes good governance?
• How can our understanding of board quality improve without betraying the confidential information that a board discusses?
• Why is it difficult to answer the question of how much a CEO should be paid?
• Are U.S. executives really short-term oriented in managing their companies?
David F. Larcker, Brian Tayan, Vinay Trivedi, and Owen Wurzbacher, Stanford Closer Look Series, July 2, 2019
Currently, there is much debate about the role that non-investor stakeholder interests play in the governance of public companies. Critics argue that greater attention should be paid to the interest of stakeholders and that by investing in initiatives and programs to promote their interests, companies will create long-term value that is greater, more sustainable, and more equitably shared among investors and society. However, advocacy for a more stakeholder-centric governance model is based on assumptions about managerial behavior that are relatively untested. In this Closer Look, we examine survey data of the CEOs and CFOs of companies in the S&P 1500 Index to understand the extent to which they incorporate stakeholder needs into the business planning and long-term strategy, and their view of the costs and benefits of ESG-related programs.
We ask:
• What are the real costs and benefits of ESG?
• How do companies signal to constituents that they take ESG activities seriously?
• How accurate are the ratings of third-party providers that rate companies on ESG factors?
• Do boards understand the short- and long-term impact of ESG activities?
• Do boards believe this investment is beneficial for the company?
By David F. Larcker, Brian Tayan, Vinay Trivedi and Owen Wurzbacher, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, July 2019
In spring 2019, the Rock Center for Corporate Governance at Stanford University surveyed 209 CEOs and CFOs of companies included in the S&P 1500 Index to understand the role that stakeholder interests play in long-term corporate planning.
Key Findings
• CEOs Are Divided On Whether Stakeholder Initiatives Are A Cost or Benefit to the Company
• Companies Tout Their Efforts But Believe the Public Doesn’t Understand Them
• Blackrock Advocates … But Has Little Impact
By David F. Larcker, Brian Tayan
Core Concepts Series. Corporate Governance Research Initiative, June 2019
A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide will take an in-depth look at Shareholders and Activism.
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
This Research Spotlight provides a summary of the academic literature on how dual-class share structures influence firm value and corporate governance quality. It reviews the evidence of:
• The relation between dual-class shares and governance quality
• The relation between dual-class shares and tax avoidance
• The relation between dual-class shares and firm value and performance
This Research Spotlight expands upon issues introduced in the Quick Guide “The Market for Corporate Control.”
By David F. Larcker and Brian Tayan, Stanford Closer Look Series, December 3, 2018
Companies are required to have a reliable system of corporate governance in place at the time of IPO in order to protect the interests of public company investors and stakeholders. Yet, relatively little is known about the process by which they implement one. This Closer Look, based on detailed data from a sample of pre-IPO companies, examines the process by which companies go from essentially having no governance in place at the time of their founding to the fully established systems of governance required of public companies by the Securities and Exchange Commission. We examine the vastly different choices that companies make in deciding when and how to implement these standards.
We ask:
• What factors do CEOs and founders take into account in determining how to implement governance systems?
• Should regulators allow companies greater flexibility to tailor their governance systems to their specific needs?
• Which elements of governance add to business performance and which are done only for regulatory purposes?
• How much value does good governance add to a company’s overall valuation?
• When should small or medium sized companies that intend to remain private implement a governance system?
By David F. Larcker, Brian Tayan, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, November 2018
In summer and fall 2018, the Rock Center for Corporate Governance at Stanford University surveyed 53 founders and CEOs of 47 companies that completed an Initial Public Offering in the U.S. between 2010 and 2018 to understand how corporate governance practices evolve from startup through IPO.
David F. Larcker, Stephen A. Miles, Brian Tayan, and Kim Wright-Violich
Stanford Closer Look Series, November 8, 2018
CEO activism—the practice of CEOs taking public positions on environmental, social, and political issues not directly related to their business—has become a hotly debated topic in corporate governance. To better understand the implications of CEO activism, we examine its prevalence, the range of advocacy positions taken by CEOs, and the public’s reaction to activism.
We ask:
• How widespread is CEO activism?
• How well do boards understand the advocacy positions of their CEOs?
• Are boards involved in decisions to take public stances on controversial issues, or do they leave these to the discretion of the CEO?
• How should boards measure the costs and benefits of CEO activism?
• How accurately can internal and external constituents distinguish between positions taken proactively and reactively by a CEO?
By David F. Larcker, Brian Tayan, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, October 2018
In summer and fall 2018, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 3,544 individuals — representative by gender, race, age, household income, and state residence — to understand how the American public views CEOs who take public positions on environmental, social, and political issues.
“We find that the public is highly divided about CEOs who take vocal positions on social, environmental, or political issues,” says Professor David F. Larcker, Stanford Graduate School of Business. “While some applaud CEOs who speak up, others strongly disapprove. The divergence in opinions is striking. CEOs who take public positions on specific issues might build loyalty with their employees or customers, but these same positions can inadvertently alienate important segments of those populations. The cost of CEO activism might be higher than many CEOs, companies, or boards realize.”
“Hot-button issues are hot for a reason,” adds Brian Tayan, researcher at Stanford Graduate School of Business. “Interestingly, people are much more likely to think of products they have stopped using than products they have started using because of a position the CEO took on a public issue. When consumers don’t like what they hear, they react the best way they know how to: by closing their wallets.”
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Where Does Human Resources Sit at the Strategy Table?
1. Stanford Closer LOOK series
Stanford Closer LOOK series 1
By courtney Hamilton, David F. Larcker, Stephen A. Miles, and Brian Tayan
february 15, 2019
Where Does Human Resources Sit
at the Strategy Table?
introduction
Two decades ago McKinsey advanced the idea that large U.S.
companies are engaged in “war for talent” and that to remain
competitive they need to make a strategic effort to attract, retain,
and develop the highest-performing executives.1
Since that time,
some companies have pursued this objective by elevating the
importance of the human resources department and broadening
its responsibilities beyond workforce administration to include
strategic talent and organizational issues.2
Studies have examined whether human resource (HR)
departments have succeeded in this transition. For the most
part, the results are negative, suggesting that significant gaps
remain between the potential and actual contribution of HR to
corporate outcomes. For example, research by The Conference
Board and McKinsey finds that “business unit leaders view HR
as lagging in strategic performance relative to transactional
duties,” such as payroll, benefits, and recordkeeping.3
A 2016
study by Development Dimensions International finds that
human resources leaders score below their peers on a variety of
dimensions, including business savvy, financial acumen, and global
acumen.4
KPMG finds that only a third (35 percent) of executives
believes that HR excels in contributing to the company’s people
strategy; only 17 percent believe HR demonstrates the value it
provides to the business; and only 15 percent see HR as able to
provide insightful and predictive workforce analytics.5
A piece
in Harvard Business Review claims that “CEOs worldwide … rank
HR as only the eighth or ninth most important function in a
company.”6
This assessment is reflected in compensation figures.
According to Equilar, chief human resource officers are paid
significantly below their peers in the C-suite, earning on average
a third less in total compensation than chief marketing officers
and general counsel, and half the amounts paid to chief financial
officers.7
The problem, if it exists, might originate at the top of
organizations. A 2013 survey by The Miles Group and the
Rock Center for Corporate Governance at Stanford University
finds that talent development and workplace issues play a very
insignificant part in the performance evaluation and bonus
calculations for CEOs, suggesting that boards do not place the
same weight on human capital as they do on other strategic and
financial objectives.8
Strategic Human Resources
To understand the contribution of the human resources
department to company strategy, we surveyed 85 CEOs and chief
human resources officers (CHRO) at Fortune 1000 companies.9
Unlike prior research, we find significant positive assessments of
the role that human resources departments and CHROs play in
strategic planning, workforce development, and company culture.
Of note, we find no discernable difference in the perception that
CEOs and CHROs have in the value of HR to the organization’s
success, which are equally positive.
Ninety-six percent of respondents strongly agree or agree
that the human resources department is vitally important to the
strategic success of their company (see Exhibit 1). Respondents
believe that HR plays a lead role in actively managing company
culture and values (4.6 on a scale of 1 to 5, with 5 indicating “to
a great extent” and 1 indicating “not at all”). They give a similar
assessment (4.6) of the extent to which HR is highly attuned
to employee sentiment, including workplace satisfaction and
negative chatter. To a lesser degree, they believe that HR directly
contributes to the financial performance of the company (4.0).
CEOs and CHROs share a positive assessment of the important
role that the chief human resources officer plays in the senior
management and strategic planning of the organization. Ninety-
four percent of respondents say that the CHRO meets very
frequently or frequently one-on-one or in small groups with the
CEO. Ninety-one percent of respondents say that the CHRO very
frequently or frequently discusses strategic, long-range personnel
issues with the CEO. CEOs and CHROs widely believe that the
CEO relies on the CHRO as a confidant or sounding board to
2. Strategic Human Resources
2Stanford Closer LOOK series
discuss strategic, cultural, or organizational issues (4.4 on a scale
of 1 to 5).
One issue where we found significant disagreement between
the CEO and CHRO is over the role that the human resources
department plays in senior-level discussions about company
culture: 71 percent of CHROs claim that they lead the discussion
on culture, whereas only 36 percent of CEOs believe that the
CHRO leads the discussion. Instead, CEOs say that the chief
human resources officer contributes to the discussion but does
not lead it.
Respondents state that the chief human resources officer
plays an important role in communicating management’s human
capital issues to the board of directors. Eighty-seven percent
say that the CHRO presents succession planning issues to the
board, 80 percent say the CHRO presents on the company’s
talent development efforts, and 78 percent say this executive
presents on the company’s compensation and benefits programs.
Other human capital issues presented to the board include talent
recruitment (60 percent), workplace programs (54 percent),
internal workplace issues (35 percent), and workplace policies (29
percent). That said, the CHRO rarely participates in a company’s
analyst or investor day conferences: only 3 percent of companies
with an analyst or investor day invite the CHRO to present.
Sixty percent of companies in our sample have a formal talent-
development program for senior executives. Among those, the
CHRO plays a prominent role in the program, with 84 percent
of respondents saying that the CHRO leads this program, 9
percent saying that the CHRO participates in but does not lead
the program, and 7 percent saying that the CHRO plays no role in
the management of the program.
CEOs and CHROs report a variety of challenges around
talent development and recruitment at their companies. The
most prominent of these are an insufficient leadership pipeline
(24 percent), difficulty in finding talent (20 percent), and too
much competition for talent (17 percent). Difficulty in developing
talent (11 percent), lack of leadership attention to talent issues
(10 percent), lack of resources for development and recruitment
(6 percent), and difficulty in retaining talent (2 percent) are also
referenced.
CEOs and CHROs are confident in the contribution that the
human resources department makes to the strategic success of
their companies; however, there is some indication of room for
improvement. Only 18 percent rate their company a 5 on a scale
of 1 to 5 when asked to what extent their HR department does
an outstanding job contributing to the strategic success of the
organization. Sixty percent rate the company a 4, and a sizeable
minority assign their companies ratings of 3 (15 percent) and 2 (5
percent). These numbers suggest that while respondents might be
highly favorable of the contribution that the CHRO makes to the
organization and its strategic management, the contribution that
this individual makes might not cascade down through the HR
department as a whole.
Overall, these survey results are surprising in their optimism,
particularly in contrast to the studies cited in the introduction.
While those studies rely on the opinions of a broad set of senior
executives, the survey results here exclusively reflect those of
the CEO and CHRO, suggesting a potentially wide disconnect
between the viewpoints of those expected to lead human capital
management efforts and the rest of the company.
This raises the question of how (and whether) the leaders of
a company—CEO, the senior management team, and the board
of directors—validate the quality and effectiveness of its human
capital strategy.
In a general sense, approving HR strategy is analogous to
approving corporate strategy, including the establishment of
overall objectives for the organization, identifying the steps
necessary to achieving those objectives, establishing targets and
metrics to track progress, and developing the supporting budget.
The CEO and CHRO cannot drive HR strategy alone; each leader
throughout the organization must be aligned and accountable for
prioritizing and delivering against the HR strategy (as they would
corporate strategy). To further reinforce the concept that human
capital is central to the success of corporate strategy, specific
targets should be included in compensation contracts and bonus
targets.
Furthermore, the board of directors plays an important role
in assessing the acceptability of the human capital strategy. This
includes not only advising senior management in HR strategy
development but also challenging the CEO and CHRO to
defend situations where their assessment differs from those of
division heads and the broad base of employees. To facilitate the
discussion, the board should request that management develop
reliable metrics and demonstrate the success or potential areas
to improve its efforts through data pulled from human resource
management systems (HRMS).
For HR strategy to succeed, it needs to be treated more like
corporate strategy, as opposed to an addendum to the board book.
Why This Matters
1. Two decades after McKinsey coined the term “war for talent,”
there is relatively little evidence that companies have made
tangible progress developing and implementing strategies
4. Strategic Human Resources
4Stanford Closer LOOK series
Exhibit 1 — Survey Data on Strategic Level of Human Resources
What prior executive-level experience, if any, does the chief human resources officer have working in a function
outside of human resources? (select all that apply)
15%
2%
4%
5%
5%
8%
8%
11%
22%
49%
Other
R&D
Accounting or finance
Marketing
Sales
Legal
Technology
Divisional head
Operations
None
To what extent do you agree that the human resources department is vitally important to the strategic success
of your company?
88%
8%
1% 0% 2%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
5. Strategic Human Resources
5Stanford Closer LOOK series
Exhibit 1 — continued
To what extent does the human resources department directly contribute to the financial performance of
your company?
2%
5%
13%
54%
25%
Not at all - 1
2
3
4
To a great extent - 5
To what extent does the human resources department play a lead role in actively managing the company’s
culture and values?
0%
1%
5%
28%
66%
Not at all - 1
2
3
4
To a great extent - 5
6. Strategic Human Resources
6Stanford Closer LOOK series
Exhibit 1 — continued
To what extent is the human resources department highly attuned to employee sentiment, including workplace
satisfaction and negative chatter?
1%
0%
5%
28%
66%
Not at all - 1
2
3
4
To a great extent - 5
How frequently does the chief human resources officer meet one-on-one or in small groups with the CEO of
your company?
75%
19%
4%
2%
0%
Very frequently
Frequently
Occasionally
Rarely
Never
7. Strategic Human Resources
7Stanford Closer LOOK series
Exhibit 1 — continued
How frequently does the chief human resources officer discuss strategic, long-range personnel issues with
the CEO?
47%
44%
7%
2% 0%
Very frequently
Frequently
Occasionally
Rarely
Never
To what extent does the CEO rely on the human resources officer as a confidant or sounding board to discuss
strategic, cultural, or organizational issues?
1%
5%
6%
26%
62%
Not at all - 1
2
3
4
To a great extent - 5
8. Strategic Human Resources
8Stanford Closer LOOK series
Exhibit 1 — continued
What role does the chief human resources officer play in senior-level discussions about company culture?
3%
9%
52%
36%
0%
0%
29%
71%
Does not participate in discussions.
Executes policies.
Contributes somewhat to
discussions
Contributes heavily to discussions
Leads discussions
HRO Respondents CEO Respondents
What information does the chief human resources officer present to the board of directors?
(select all that apply)
25%
29%
35%
54%
60%
78%
80%
87%
4%
Other
Workplace policies
Internal workplace issues
Workplace programs
Talent recruitment
Compensation and benefits
Talent development
Succession planning
Does not present
9. Strategic Human Resources
9Stanford Closer LOOK series
Exhibit 1 — continued
Does your company have a formal talent development program for senior-level executives?
[If yes] Does the chief human resources officer manage this program?
84%
9%
7%
Yes, leads the
management of this
program
Yes, participates in
the management of
this program
No
What is the single greatest challenge around talent recruitment and development that your company faces?
18%
2%
2%
4%
10%
11%
17%
20%
24%
1%
Other
Difficulty in retaining talent
Lack of sufficient resources for recruitment
Lack of sufficient resources for development
Lack of leadership attention to talent issues
Difficulty in developing talent
Too much competition for talent
Difficulty in finding talent
Insufficient leadership pipeline
None
10. Strategic Human Resources
10Stanford Closer LOOK series
Exhibit 1 — continued
What high-level functional skills are most important to your organization’s strategic success over the next
five years? (select all that apply)
16%
16%
28%
31%
33%
35%
38%
40%
41%
47%
51%
55%
60%
69%
84%
Other
Employee or labor relations expertise
Regulatory or legal expertise
Investor relations
Product marketing
Corporate development expertise
Research and development
Sales leadership
Product management
Financial acumen
Engineering or technology expertise
Data analytics
Talent strategy
Strategic planning
Talent recruitment & development
What high-level leadership skills are most important to your organization’s strategic success over the next
five years? (select all that apply)
7%
15%
27%
34%
38%
40%
42%
42%
44%
46%
49%
51%
58%
62%
68%
79%
80%
Other
Negotiation
Stakeholder management
Cultural awareness
Matrix leadership or leading without authority
Global focus
Digital literacy
Team-building
Ability to lead geographically dispersed teams
Ability to inclusively lead diverse teams
Comfort challenging others or the status quo
Setting the right tone at the top
Growth expertise
Change management expertise
Ability to drive innovation and disruption
Drives for results
Ability to inspire & motivate
11. Strategic Human Resources
11Stanford Closer LOOK series
Exhibit 1 — continued
Source: Proprietary survey of 85 chief executive officers and chief human resource officers at Fortune 1000 companies, conducted by The Miles Group and Rock
Center for Corporate Governance at Stanford University in summer and fall of 2018.
What percent of your senior management team was promoted to their current positions from within the
company (as opposed to recruited from outside your company)?
28%
40%
16%
15%
More than 75%
Between 50% and 75%
Between 25% and 50%
Less than 25%
To what extent do you believe that the human resources department does an outstanding job supporting the
strategic goals of your company?
0%
5%
15%
60%
18%
Not at all - 1
2
3
4
To a great extent - 5