tailieunhanh - Leading Edge Human Resource_4

Tham khảo tài liệu 'leading edge human resource_4', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 72 Using Business Model Change to tie HR into Strategy However we do not know the answer to the following question what are the activities that HR should engage in and be prepared to deploy when faced by demands to support business model movement and change successfully and build these new capabilities To answer this we have questioned both operational and HR executives about the key characteristics associated with a range of business models deployed inside their organization and used this investigation to clarify the characteristics and requirements of that model. Only through seeing business model change through the eyes of the line can the true contribution of HR be discussed. The HR agendas outlined in this chapter are based upon the combined insights of senior line managers - such as Chief Executives Business Directors and Capability and Transformation Directors - and HR Directors. We interviewed 30 executives from eight different organizations and draw upon a subset of this interview data and secondary analysis of the situation in this chapter. It is important to capture the diverse sectoral realities faced by HR Directors. The case studies presented later in the book based upon other interview data involve a number of these organizations - the analysis of their business model change context here helps to contextualize the various Leading HR practices that we examine later. Before we begin the analysis let us briefly remind ourselves about some realities. The reality of HR s position in the context of business model change 1. Thinking inside most organizations is at varying degrees of sophistication in terms of the level of insight into a new business model. 2. Regardless of the necessities for HR change dictated by business model change the relationship between the HR function and the business reflects different levels of strategic embeddedness that often predate the changes taking place. 3. The degree of control that HR Directors or indeed their CEOs have .