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人力资源管理专业2011届本科毕业论文（设计）
to be conversant in specialty areas like talent assessment or organizational development,\Going into the Field
At Dallas-based Southwest Airlines, Jeff Lamb, senior vice president and chief people officer, had one overriding mission when he assumed his job five years ago: to develop a stronger team of HR generalists and get them closer to his line customers. As Lamb studied his organization's structure and history, he concluded it had become too siloed and distanced from business units. He sought to retrain and relocate existing HR specialists into the field to help Southwest's managers better address people-related challenges.
The multiyear project has trained recruiters, facilitators, compensation specialists and other carefully selected veterans of the department to be valued partners and consultants to line employees. Given Southwest's unique corporate culture, Lamb felt it would be easier to embed known quantifies in the field--those that had proved to be good fits for the culture--rather than recruit generalists from outside the company and have them \
\have built those generalists from the ground up and now have 12 of our managers embedded in internal line departments,\skill sets including business acumen, strong relational skills and a strategic aptitude. \today and thinking differently about the future, so strategic skills and a continuous improvement mind-set are important in our field generalists,\
Lamb has made three other key staffing moves during his tenure. He hired a manager with considerable international experience, an expert in the increasingly complex field of executive compensation and a talent development director to spearhead a new organizational development initiative.
One element of that initiative has been identifying and channeling resources to pivotal roles, or those Southwest jobs with the biggest impact on the bottom line. \example, one of those key roles might be the hedging strategist that hedges our airplane fuel,\
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人力资源管理专业2011届本科毕业论文（设计）
strategies for those critical jobs. Old-School Career Ladders
If a recent study co-authored by Cappelli on the attributes of top HR leaders is any indication, the human resource function may be falling back into more-traditional career ladders and roles following changes triggered by the red-hot labor market of the 1990s. The study, Who Gets the Top Job? Changes in Attributes of Top HR Leaders and Implications for the Future, examined traits of human resource executives in Fortune 100 companies in 1999 and again in 2009.
One of the study's key findings challenges the commonly held belief that organizations are seeking FIR executives with broader functional experience than in the past. Only 21 percent of companies reported looking outside the HR function for a human resource leader in 2009, down from 30 percent in 1999. This suggests that companies continue to seek out HR specialists, not business strategists, to lead their departments, Cappelli says. But it may also indicate that more HR leaders already possess wider business knowledge, acquired from their own on-the-job learning or additional schooling, and don't require additional time as line unit managers to receive it.
\more so than in the past,\HR departments in part because of new challenges specific to tight labor markets and finding people for certain jobs. While there is continuing pressure to be cost-effective in HR, labor markets are slack and there haven't been any particularly novel challenges of late.\
Indeed, some senior leaders want no more from HR than to continue mastery of its so-called \and now a consultant with P.A. Weiss Inc. in Houston. That means focusing solely on time-honored specialties such as compensation and benefits, recruiting, and downsizing assistance, albeit with a lean-and-mean cost structure.
\don't call your carrier to thank them for providing it,\
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人力资源管理专业2011届本科毕业论文（设计）
isn't there--in HR, the equivalent might be failing to deliver paychecks accurately and on time--people tend to get upset.\Training Key to New Skill Sets
Turning HR specialists into effective generalists and business partners, or giving generalists the appropriate level of specialist skills, doesn't happen overnight. Companies such as Google and Southwest Airlines have intensive development programs to prepare HR staff to assume new roles.
Google's goal is to accelerate the development of key people operations staff. \traditional way to develop mastery in HR is to work at maybe six or seven companies over 20 years, or perhaps in the same company for a few decades,\says. \enough.\
One way Google speeds development is through a yearlong \initiative that features a combination of HR specialist training, an MBA-like curriculum and \firm around working with clients, communicating effectively with senior executives and solving business problems,\
The instruction is designed for those who have been in HR for at least two years, and it is taught exclusively by People Operations department employees. A finance module, for example, is taught by a 26-year-old member of the compensation team with a degree in finance and previous experience working for a bank. \deliberately put people with different experience levels, functional areas and geographies together in the same classes, since we want them to teach and learn from each other,\Bock says. \has the added benefit of knitting employees from different people functions together in a positive way.\
Unlike most organizations, Google aggressively results top MBA graduates who might otherwise not consider a career in human resources. How does the company lure these prospects? There is the prestige of Google, of course, but Bock and others also tell candidates they likely will be able to advance their careers faster than in traditional units like marketing or finance, and there also is the opportunity for greater
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人力资源管理专业2011届本科毕业论文（设计）
influence.
\tell talented MBA graduates that this is a chance to actually shape and revolutionize the way work happens in the company, to build and innovate in this profession in the same way sales, marketing, operations or other functions have innovated over the past few decades,\reviews the same way they were done 40 years ago, and doing compensation the way it was done 20 years ago. That opportunity to effect change proves compelling to top talent.\
Source: Zielinski. Dave“Building a Better HR Team”Building HR Team p35-38
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