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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.
- Sales Rank: #1773763 in Books
- Brand: Wiley
- Published on: 2003-04-11
- Original language: English
- Number of items: 1
- Dimensions: 9.21" h x 1.21" w x 6.32" l, 1.46 pounds
- Binding: Hardcover
- 368 pages
- Great product!
Review
“…this book tackles HR’s need to evolve…” (Employee Benefits October 2003
About the Author
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.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Timeless HR Classic - Must Have!
By George Taylor
'Human Resources in the 21st Century' is a classic book that deserves to be read by not only HR professionals, but by all business professionals that are engaged in developing, retaining, and nurturing the human capital component of their business and play a critical role in their organization's strategic success.
Extremely well-organized, the book is a collection of essays written by leading HR thought leaders and working professionals. Some of the stand-out essays are as follows:
'Managing for Execution'
'Accommodating Change in the 21st Century'
'Mother's Work Is Never Done: Myths and Facts About Organizational Change'
'Learning via Education and Training'
'Free to Choose'
A timeless axiom about HR and people is that there is a 'war for talent.' As I write this review, there is still a war to recruit talented people within the organization, and developing that talent to the point that employees feel engaged not only with their work, but with the company as a whole (company branding - employer of choice concept), and that employees produce the OUTCOMES desired to add bottom-line value. Strategic HR planning remains "pie in the sky" thoughts for many executives - especially those that feel that HR professionals fall short on implementation and don't have a clue about business objectives. However, serious HR professionals want their "seat at the table" and this book points out many ways in how they can do just that (gain that seat) - by adding value and implementing programs that work and meet the goals and objectives set forth by key business leaders with buy-in from stakeholders.
Training and Development is one area in which this work addresses the issue. There is a delicate mix of providing education opportunities while balancing training events that directly support the organization's goals. I, for one, utilize many of the concepts in this work when advising on developing a successful career plan, which inserts points in which employees feel valued yet the necessary-required training and development events are taking place. One of the most critical elements in training and education is in development for the generic leadership criteria for a job. General Electric is known for it's ELDS 360 degree feedback program and these tools are still poplar. Want to be hit with your boss - review pages 67 - 77 (Leveraging HR) and also read pages 115 - 125 (Learning via Education and Training). Afterwords, see how you can immediately apply both the concepts of formal leadership development and employee development in one breath. Combined, I for one think you will impress your supervisor and she might actually implement your recommendation - be strategic about it and ensure you can implement it.
Another gem is the discussion on globalization. 'Strategic global skills' is a buzzword found in many companies, but what does that mean?! Well it means more than just assimilating into a culture and knowing what behavior is accepted. There is a bottom-line meaning to knowing how to effectively integrate total rewards with an iron-clad career path that sets leadership (or aspiring leadership) on the right path to succeed within their organizations for the long term. How does a monetary and stock incentive play in Asia? Not the same as it does in the U.S. and the book explains why and cues what ideas that HR professionals should be aware (refer to pages 35 - 56; chapters entitled 'Globalization' and 'Understanding Referent Groups and Diversity').
Change Management is perhaps the most exciting part about being a strategic HR professional because of the audacious goals that immediately fill our mind. However, change management is different for each organization. Change management may be incremental changes for someone working at Target, but it may be transformational for someone working at Google. Consistency and culture are components that need to be considered when developing change management strategies and this book covers both areas well. At the very least business professionals should know that change is continuous both externally and internally - just how you change can make all the difference of business success. This book has some sound strategies and brief case studies that should benefit the HR professional in this area ('Convergence of HR,' 'Finding the Missing Link,' and 'Transforming Your HR Department Into a Start-Up Professional Services Firm') are worthy of your time and attention.
In conclusion: This book deserves a revisit if you have already read it and a concentrated read for those that have not. Put it on the shelf and refer to it often.
Note: Despite a 2003 publication date, the principles contained within this book are still relevant in 2008.
11 of 18 people found the following review helpful.
Human Resources in the 21st Century
By Sara Jane Radin
Just like Coaching for Leadership, Human Resources in the 21st Century is a MUST read and should be an ACTIVE resource for leading edge HR Professionals and Service Providers who want to (positively) impact people and performance and provide value to the business.
5 of 28 people found the following review helpful.
Balancing HR? Reality v Fantasy, Emotional v Economic,
By A Customer
My recent attendence at the HRO conference in New York only substantiated my growing belief that in the absence of strong HR leadership, the United States economy will soon feel the harsh reality of a population isolated and devalued by agressive competition, and incapable of finding the required trust to consolidate and unify to grow security of life in the future.
Above economic value, lies the rewards of emotional value(EQ) being trust in relationship, unconditional love, emotional strength, social esteem, trust in ability, self esteem, social security, creative value, balanced health, and every core competence that a true HR leader should represent.
In choosing to write on HR in the 21st Century, any realistic leader who fails to identify the behavioural implications of an insecure population incapable of identifying a secure future is only seeking recognition for the insecurity they embody. To outsource an individual's cultural life purpose identifies appalling leadership judgements who for an immediate comparitive monetary advantage effectively destroys all hope of realising future growth by growing mistrust and emotional weakness having deserted the real value the workforce creates in the community. In devaluing an employee to a third world equivalent, does the leader realise the employee whose job has disappeared is now incapable of emotionally contributing a purposeful contribution to the community? The same community our children require the freedom to experiment, fantasise and discover essential adult skills while developing physiological security, and after finding personal security, the community adolescents rely on to emotionally rehearse to develop social esteem and value independence, the community selected out of all other communties because of the mutual bond felt with other like minded members who collectively share in the hope of securing a better quality of life in the future.
Civilisations were built on a common premise to share in the rewards of social connection and to develop a secure future. Value was defined by creatively interacting to diversify skills to express specialist value above primary value. Life begins and ends in the community, where happiness is defined in relativity to others, where we emotionally share in identifying with life meaning, and where organisations appeal to community needs to develop flourishing, viable communities to secure customer allegiences and future growth.
Economic value holds no meaning if it fails to add meaning or enhance life in the community. Organisations who have outsourced their workforce to India have effectively committed economic suicide. Agile, socially responsible companies will soon discover the value in appealing to community needs. In realising employees add a distinct character to a community's culture, and encourages value growth in a specialist set of skills and emotional associations. When combined and shared with other specialist skills, the developed value supports community growth and wealth far beyond a productive, materialist value.
Civilisations defined the human ability to emotionally identify and cooperate for social value. If we cannot share in the experience of creating and defining life in the community then we will never realise life rewards. To feel insecure in one's community is to merely exist. A community without purpose feels the stress associated with cultural insecurity and social anxiety. Globalisation has disconnected communities from recognising and developing the security of a purposeful future. Economic Man has fractured and disabled the only means of securing future growth. Without sharing value amongst the community, the value of accumulated wealth is but a mere fantasy in the bank account of the beholder who is effectively hoarding dead value.
Strong leadership needs to show a willingness to cast a realistic view on what the objective purpose of Globalisation is, and what will define the end of the outward flow of jobs. HR's failure to define the significance of cultural purpose on developing human value and the need to actively create security of life is the fundamental cause of every problem in our world today. Cultural insecurity is felt by every person and leader who fails to actively work to secure a meaningful life in the future.
In omitting behavioural value, emotional intelligence and personal development, this book is only fit for the Artifically Intelligent transactional HR type who typically disrupt the development of strategic value. The independent creative value of transformational HR leadership is the one asset in short supply in a world built on conformist views who cannot express true value.
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