The Chief HR Officer: Defining the New Role of Human Resource Leaders / Edition 1

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The Chief HR Officer offers the most current thinking on theevolving role of the chief human resource officer (CHRO). Anessential resource for experienced and aspiring CHROs, the bookshows leaders how to best prepare for and perform this criticalrole.

This comprehensive book shows how, in today's extremelycompetitive work environment, the job of the CHRO has expanded toencompass many important roles. Among other things, HR leaders mustadapt to and address the demands of an increasingly diverse anddemanding workforce, globalization, stricter regulatoryrequirements, increased accountability to the CEO and board ofdirectors, and the complexity of leading the HR function with oftenlimited resources.

This vital guide is filled with rare insights and practicalguidance from some of the country's most successful CHROs who havebeen in the trenches as well as top academics researching the fieldincluding Randy MacDonald (IBM), Eva Sage-Gavin (Gap Inc.), L.Kevin Cox (American Express), Mirian M. Graddick-Weir (Merck), andDave Ulrich (Ross School of Business, University of Michigan, andThe RBL Group).

Sponsored by the National Academy of Human Resources (NAHR), thebook covers a wealth of topics including how to develop aperspective and set of skills to effectively lead and perform inthe role and how to approach strategy, management, leadership,ethics, and talent. In addition, the authors include information onforming and implementing activities that will further the firm'sstrategy, advice for coaching and counseling the CEO, and muchmore.

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Product Details

  • ISBN-13: 9780470905340
  • Publisher: Wiley
  • Publication date: 4/19/2011
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 336
  • Sales rank: 452,089
  • Product dimensions: 6.20 (w) x 9.10 (h) x 1.30 (d)

Meet the Author

Patrick M. Wright, Ph.d., is the William J. Conaty GE Professorof Strategic Human Resources in the School of ILR at CornellUniversity. He teaches and conducts research in the area ofstrategic human resource management, with a particular focus on howHR practices, the HR function, and HR leaders can affect firmperformance.

The National Academy of Human Resources (NAHR) is an honorificorganization where individuals and institutions of distinction inhuman resources are recognized for professional achievement byelection as "Fellows of the NAHR." In addition, NAHR furthers theHR profession through the Chief Human Resource Officer (CHRO)Academy and other philanthropic and educational activities. Formore information visit

Copublished with the Society for Human Resource Management(SHRM), the world's largest association devoted to human resourcemanagement. The Society serves the needs of HR professionals andadvances the interests of the HR profession. Founded in 1948, SHRMhas more than 250,000 members in over 140 countries, and more than575 affiliated chapters. Visit

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Table of Contents

The Authors.

Chapter 1 “The Evolving Chief Human Resource OfficerRole” (Patrick Wright, Paul McKinnon, Richard Antoine, LibbySartain, John Boudreau, and Dave Pace).

Part 1 Today's Chief Human Resource Officer.

Chapter 2 “Perform! Don't Run!” (J. RandallMcDonald).

Chapter 3 “The Art and Science of the CHRO Role: Tales ofa Chief Human Resource Officer” (Eva Sage-Gavin).

Chapter 4 “ETC” (Richard L. Antoine).

Chapter 5 “Roles and Challenges of the CHRO: Results ofthe Cornell/CAHRS Survey” (Patrick Wright and MarkStewart).

Part 2 The CHRO as Strategic Advisor and TalentArchitect.

Chapter 6 “Leadership and Employee Engagement: A PositiveSynergy at Caterpillar” (Sid Banwart).

Chapter 7 “Four Steps to World Class Talent” (L.Kevin Cox).

Chapter 8 “Retooling HR: How Proven Business Models OfferUntapped Potential for Strategic Talent Management Decisions”(John Boudreau).

Chapter 9 “The CHRO as Cultural Champion” (MikeDavis).

Chapter 10 “When Crisis Calls” (Laurie Siegel).

Chapter 11 “Doing HR’s Business with theGovernment” (Ian Ziskin).

Part 3 The CHRO as Counselor/Confidante/Coach.

Chapter 12 “Who do you Really Work For?” (DavePace).

Chapter 13 “Coaching and Counseling the CEO” (EleaseWright).

Chapter 14 “Forging Effective Relationships with your Bossand Colleagues” (Pamela Kimmet).

Chapter 15 “What do you Stand For?” (LibbySartain).

Chapter 16 “Great Leader or Just a CEO? Insights on CEOsfrom the Perspective of Chief Human Resource Officers”(Patrick Wright and L. Kevin Cox).

Part 4 The CHRO as Liaison to the Board of Directors.

Chapter 17 “Working with the Board of Directors”(Bill Rosner).

Chapter 18 CHRO’s and Boards: A Missing Link” (EdLawler).

Chapter 19 “The Role of the Chief Human Resource Officerin Managing Executive Compensation” (Charlie Tharp).

Chapter 20 “How to be a High-Performing CHRO in theExecutive Compensation Arena” (Ursula Fairbairn).

Part 5 The CHRO as Leader of the HR Function.

Chapter 21 “Making a Difference in the First 100Days” (Ken Carrig).

Chapter 22 “Delivering Results with a Global HRTeam” (Hugh Mitchell).

Chapter 23 “Experiences as a New CHRO in a NewIndustry” (Mirian Graddick-Weir).

Chapter 24 “Designing an Integrated HR Function: What theCHRO Needs to Know” (Amy Kates, John Boudreau, and JayGalbraith).

Chapter 25 “HR for Impact” (Sandy Ogg).

Part 6 Characteristics of Today's CHRO

Chapter 26 “Preparing CHROs to Exceed CEOExpectations” (Dave Ulrich and Ellie Filler).

Chapter 27 “Delivering Global Talent in a High VelocityWorld: What CEOs Look for in a CHRO” (James Bagley).

Chapter 28 “What Does Today’s CHRO Look Like? Demographic Characteristics of CHROs at the World’s LargestCompanies.” (Patrick Wright and Mark Stewart).

Chapter 29 “Bringing It All Together: The Four Knows ofthe CHRO.” (Patrick M. Wright).


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