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

by Patrick M. Wright, John W. Boudreau, David Pace, Elizabeth Sartain, Paul McKinnon

Overview

Praise for THE CHIEF HR OFFICER

The Chief HR Officer offers the most current thinking on the evolving role of the chief human resource officer (CHRO). An essential resource for experienced and aspiring CHROs, the book shows leaders how to best prepare for and perform this critical role.

This comprehensive book shows how, in today’s extremely competitive work environment, the job of the CHRO has expanded to encompass many important roles. Among other things, HR leaders must adapt to and address the demands of an increasingly diverse and demanding workforce, globalization, stricter regulatory requirements, increased accountability to the CEO and board of directors, and the complexity of leading the HR function with often limited resources.

This vital guide is filled with rare insights and practical guidance from some of the country’s most successful CHROs who have been in the trenches as well as top academics researching the field including Randy MacDonald (IBM), Eva Sage-Gavin (Gap Inc.), L. Kevin Cox (American Express), Mirian M. Graddick-Weir (Merck), and Dave Ulrich (Ross School of Business, University of Michigan, and The RBL Group).

Sponsored by the National Academy of Human Resources (NAHR), the book covers a wealth of topics including how to develop a perspective and set of skills to effectively lead and perform in the role and how to approach strategy, management, leadership, ethics, and talent. In addition, the authors include information on forming and implementing activities that will further the firm’s strategy, advice for coaching and counseling the CEO, and much more.

Product Details

ISBN-13:	9780470905340
Publisher:	Wiley
Publication date:	04/19/2011
Pages:	336
Product dimensions:	6.20(w) x 9.10(h) x 1.30(d)

About the Author

THE EDITOR

PATRICK M. WRIGHT, Ph.D., is the William J. Conaty GE Professor of Strategic Human Resources in the School of ILR at Cornell University. He teaches and conducts research in the area of strategic human resource management, with a particular focus on how HR practices, the HR function, and HR leaders can affect firm performance.

THE NATIONAL ACADEMY OF HUMAN RESOURCES (NAHR) is an honorific organization where individuals and institutions of distinction in human resources are recognized for exceptional professional achievement by election as “Fellows of the NAHR.” In addition, the NAHR furthers the HR profession through the Chief Human Resource Officer (CHRO) Academy and other philanthropic and educational activities. For more information visit www.nationalacademyhr.org.

Copublished with the Society for Human Resource Management (SHRM), the world’s largest association devoted to human resource management. The Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 250,000 members in over 140 countries, and more than 575 affiliated chapters. Visit www.shrm.org.

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Table of Contents

The Authors vii

1 The Evolving Chief Human Resource Officer Role 1
Patrick M. Wright, Paul McKinnon, Richard L. Antoine, Elizabeth ‘‘Libby” Sartain, John W. Boudreau, David A. Pace

Part One: Today ’S Chief Human Resource Officer 13

2 Perform! Don’t Run! 15
J. Randall MacDonald

3 The Art and Science of the CHRO Role 23
Eva Sage-Gavin

4 ETC 32
Richard L. Antoine

5 Roles and Challenges of the CHRO: Results of the Cornell/CAHRS CHRO Survey 40
Patrick M. Wright, Mark Stewart

Part Two: The CHRO As Strategic Advisor and Talent Architect 55

6 Leadership and Employee Engagement: A Positive Synergy at Caterpillar 57
Sid Banwart

7 Four Steps to World-Class Talent Management 71
L. Kevin Cox

8 Retooling HR and Avoiding the Service Trap: How Proven Business Models Offer Untapped Potential for Strategic Talent Decisions 83
John W. Boudreau

9 The CHRO as Cultural Champion 93
Michael L. Davis

10 When Crisis Calls 99
Laurie Siegel

11 Doing HR’s Business with the Government 107
Ian Ziskin

Part Three: The CHRO As Counselor/Confidant/ Coach 117

12 Who Do You Really Work For? Serving Multiple and Often Conflicting Constituencies as CHRO 119
David A. Pace

13 Partnering with the CEO 130
Elease E. Wright

14 Forging Effective Relationships with Your Boss and Colleagues 137
Pamela O. Kimmet

15 What Do You Stand For? 146
Elizabeth ‘‘Libby” Sartain

16 Great Leader or Just a CEO? Insights on CEOs from the Perspective of CHROs 155
Patrick M. Wright, L. Kevin Cox

Part Four: The CHRO As Liaison To the Board of Directors 169

17 Working with the Board of Directors 171
Bill Rosner

18 CHROs and Boards: A Missing Link 183
Edward E. Lawler III

19 The Role of the CHRO in Managing Executive Compensation 193
Charles G. Tharp

20 How to Be a High-Performing CHRO in the Executive Compensation Arena 203
Ursula O. Fairbairn

Part Five: The CHRO As Leader of the HR Function 211

21 Making a Difference in the First 100 Days 213
Ken Carrig

22 Delivering Results with a Global HR Team 227
Hugh Mitchell

23 Experiences as a New CHRO in a New Industry 237
Mirian M. Graddick-Weir

24 Designing an Integrated HR Function: What the CHRO Needs to Know 246
Amy Kates, John W. Boudreau, Jay Galbraith

25 HR for Impact 257
Sandy Ogg

Part Six: Characteristics of Today’s CHRO 269

26 Preparing CHROs to Exceed CEO Expectations 271
Dave Ulrich, Ellie Filler

27 Delivering Global Talent in a High-Velocity World: What CEOs Look For in a CHRO 279
James Bagley

28 What Does Today’s CHRO Look Like? Demographic Characteristics of CHROs at the World’s Largest Companies 288
Patrick M. Wright, Mark Stewart

29 Bringing It All Together: The Four Knows of the CHRO 296
Patrick M. Wright

Index 303