tailieunhanh - Leading Edge Human Resource_3

Tham khảo tài liệu 'leading edge human resource_3', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 42 HR Structures Are They Working excellence members with some existing HR team members departing and new blood being recruited. We believe some HR leaders find such a clinical process difficult and therefore mend and make do. To overcome this reluctance the HR leader will need to possess a strong drive to really improve quality - what we term an Excellence Mindset. Possessing the mindset may not be enough however as replenishing will require budget. Thus if the HR leader is part of the Golden Triangle18 outlined in Chapter 6 then it is more likely that they will be able to lever the power and influence to champion any temporary budget increase. The fifth and sixth challenges posed the question of whether there is an unsuitable organizational culture and unreceptive client line managers. Put very simply our research indicates that the 3-Box model does not suit all cultures. In some cultures the concept of the strategic Business Partner would be beyond the conception of even the most powerful line managers. This may be where HR is far from Golden Triangle membership and like it or not is seen as the hire fire and train function. Very technically based companies may be resistant to a customer service perspective and find it difficult to relate to Ulrich s perception of value. The seventh challenge that we posed raises the issue of line indifference and resistance to HR restructuring. In terms of delivery HR would appear to be in quite a difficult position at present and in the near-future within organizations. In order to respond strategically to the recession HR clearly needs a well-oiled strategically informed and high influence delivery model. Our research indicates that it is clear that going into the recession many HR models were in need of refinement. The recession may well make the implementation problems more problematic as energy is directed at recession solving problems and not on the necessary relationships and networking with client line managers that tie