Five Changes Great Leaders Make to Develop an Improvement Culture. Each of which uses a common set of principles and encourages behaviors that build long-term sustainable management systems. Leaders meet twice yearly for half-day learning sessions on such topics as establishing leader standards for supporting frontline workers and developing. As the report says, “Over 90% of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face.” McKinsey research has often emphasized the importance of good leadership for organizational health.
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission.
To request permission for specific items, click on the “reuse permissions” button on the page where you find the item. A changing workforce, global competition, advances in information technology, new knowledge, the 2008 global recession and demands for sustainable performance have forced corporate leaders to examine and re-evaluate how they manage and operate.In response, they are utilizing new technologies, changing their organizations' structures, redesigning work, relocating workforces and improving work processes. These changes have significant implications for how their human capital should be managed and how their HR functions should operate.The annual reports of many corporations in North America, Europe and Asia state that their human capital and intellectual property are their most important assets. In many organizations, compensation is one of the largest costs. In service organizations, it often represents 70 percent to 80 percent of business cost. Adding in the costs of training and other HR management activities, one finds that the HR function often has responsibility for a very large portion of total expenditures–and this portion is growing.More than ever, the effectiveness of an organization depends on its ability to address talent management issues such as knowledge management, change management and capability building.
The key question is whether HR professionals will rise to the occasion and address them.If current HR practices don't change, the work of HR professionals could end up being largely administrative. They could merely manage IT-based HR systems and vendors who do most of the HR administrative work. On the other hand, HR professionals could become drivers of organizational effectiveness and business strategy.To determine what makes HR functions effective and how they are changing, we have repeatedly surveyed senior HR and other executives from more than 200 U.S. Corporations as part of a research project funded by the SHRM Foundation. The survey, fielded six times from 1995 to 2010, asks respondents about how HR operates in their organizations and about how effective HR is. The results are generally poor when it comes to making changes that improve the status and responsibilities of HR professionals.Some of the questions we ask on our surveys are shown here.
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.