Praise for the chief HR Officer
"The strategic portfolio of issues addressed and the sage wisdomand perspectives shared make this book a powerful transformationtool." Jodee Kozlak, executive vice president, HumanResources, Target Corporation
"An up-to-the-minute guide as to what is happening to the fieldof human resources through the eyes of those in charge of it."Peter Cappelli, George W. Taylor Professor of Management anddirector, Center for Human Resources, Wharton School
"This is a definitive guide for human resources leaders who areat the frontlines of competitiveness for their organizations."David A. Rodriguez, executive vice president and chief humanresources officer, Marriott International
"This book is a must-read for all HR professionals to understandthe evolution of how far we've come as a function and how much morewe have to contribute to the success of the enterprise."William J. Conaty, former senior vice president, HumanResources, General Electric Corporation
"This book is a treasure-trove of insights that will elevate thepractice of human resource management to a whole new level in thetwenty-first century." Lee D. Dyer, professor and chair,Department of Human Resource Studies, Cornell University
"As a CEO who understands how important managing human capitalis to delivering business results, The Chief HR Officer is aninvaluable resource." Russ Fradin, CEO, HewittAssociations
"This is a must-read for state-of-the-art in human resourcemanagement." Scott A. Snell, E. Thayer Bigelow Professor ofBusiness Administration, Darden Graduate School of Business,University of Virginia
"This accessible, practical guide for HR professionals clearlydescribes the critical values, behaviors and skills needed tofulfill the multiple roles of an HR leader- trusted businesspartner, talent architect and expert functional leader."SallyBott, group human resource director, BP
|Edition description:||New Edition|
|Product dimensions:||6.20(w) x 9.10(h) x 1.30(d)|
About 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 http://www.nationalacademyhr.org.
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 www.shrm.org.
Table of Contents
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).