This is an interesting article posted by Greg Moran that discusses how HR’s charge as managers of human capital has become increasingly important—while its power and influence in the company have remained flat.
Why does HR so often seem disconnected from the larger goals of the business? Why is it such a challenger for HR execs to show the business value of their initiatives? How can HR better position itself to garner more power?
See what Dave Ulrich, Jack Phillips, Jac Fitz-Enz, Jeff Pfeffer and Paul Kearns have to say about balancing the strategic and transactional, establishing better organizational connections and getting the metrics right.
