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The value of HR in times of change

The value of HR in times of change Purpose – This paper sets out to explore the value of HR in times of change, providing an overview of current organizational change issues and against this backdrop exploring perceptions and requirements of the HR function. It also seeks to look at the important role that HR can play in taking the lead in talent management activities that can help to secure future organizational sustainability. Design/methodology/approach – Data were collected through Roffey Park's annual The Management Agenda survey, which encompasses a sample of 500 UK managers across a wide range of sectors, organizational sizes and national/international structures. Further organizational data was collected for two case studies; the latter case study on talent management was taken from The Talent Management Journey. Findings – The paper offers a number of practical recommendations for HR professionals. These include that HR needs to be flexible to both changing business and people requirements; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure successful talent management processes. Originality/value – The paper is based on original Roffey Park research, both The Management Agenda survey, now in its 11th year, and Roffey Park's The Talent Management Journey research guide. It translates the research findings into practical implications for HR professionals and organizations in times of change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic HR Review Emerald Publishing

The value of HR in times of change

Jo Hennessy; Claire McCartney
Strategic HR Review , Volume 7 (6): 7 – Oct 10, 2008
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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1475-4398
DOI
10.1108/14754390810906391
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper sets out to explore the value of HR in times of change, providing an overview of current organizational change issues and against this backdrop exploring perceptions and requirements of the HR function. It also seeks to look at the important role that HR can play in taking the lead in talent management activities that can help to secure future organizational sustainability. Design/methodology/approach – Data were collected through Roffey Park's annual The Management Agenda survey, which encompasses a sample of 500 UK managers across a wide range of sectors, organizational sizes and national/international structures. Further organizational data was collected for two case studies; the latter case study on talent management was taken from The Talent Management Journey. Findings – The paper offers a number of practical recommendations for HR professionals. These include that HR needs to be flexible to both changing business and people requirements; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure successful talent management processes. Originality/value – The paper is based on original Roffey Park research, both The Management Agenda survey, now in its 11th year, and Roffey Park's The Talent Management Journey research guide. It translates the research findings into practical implications for HR professionals and organizations in times of change.

Journal

Strategic HR Review – Emerald Publishing

Published: Oct 10, 2008

Keywords: Change management; Human resrouce management; Continuing development; Partnership

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