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In this short presentation from Standard Life, Sandy Begbie, Chief People Officer, explores the purpose of HR and how it has changed in the recent years.
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Why leaders seeking innovation must first embrace failure
Are you interested to boost innovation within your organisation, or see how HR can assist? Then read this article by Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, to understand why learning from failure matters and where leadership sits in this equation.
Post-Meeting Review Notes: Developing a Business Relevant HR Function
These post-meeting review notes summarise thoughts and ideas expressed during CRF's member meetings on the topic of 'Developing a Business Relevant HR Function', held in London on 31 January 2017 and Brussels on 2 February 2017. If you have missed one of the meetings, these notes will provide you with a quick review and breakdown of ideas.
In his presentation at CRF's workshop on 2 February, James Purvis, Head of HR at CERN explored the difference between a 'strategy' and a 'model' - is HR confused between the two? What should HR leaders be thinking about when thinking about HR strategy and where is HR going wrong? Find out from this case study.
Executive Summary: High Impact HR - How do we create a more business-relevant function?
In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.
CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. This executive summary examines the key findings from the research.
High Impact HR - How do we create a more business-relevant function?
In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.
CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. Action points and methodologies for improvement are also included in the report.
CRF has been researching the field of HRM, and turning this into actionable recommendations implemented by HR functions, for over 20 years. We have built an understanding of how the function has evolved, how its reputation has varied and the fads that have come and gone. We have gained insight into what works, what doesn’t, and under what circumstances. Our work contrasts with many self-appointed experts and gurus offering their view of the world based on unsubstantiated opinions. We prefer an approach rooted in the principles of social science based on evidence.
Our intention in this manifesto is to give our views on the business context, the necessary organisation response and how and in what way the HR function can make an enhanced contribution.
