Article / Topic: Why Did We Ever Go Into HR

Written By: By Mathew D Bretfelder & Daisy Wademan Dowling

June-July: 2008

Summary

They have identified some characteristics that persist regardless of a company’s size, industry, location, and culture.

The best-known proponent of this approach is General Electric, whose renowned Crotonville leadership center closely resembles a business school. It has a P, not just an L, forward looking companies treat HR as an engine for both savings and revenue, deliberately blurring the lines between business activity and people development.

 Every company talks about innovation, but too few extend it beyond the R&D function. It makes big places smaller. HR is poised to become major face book of the modern corporation. Many knowledge management initiatives have failed because employees weren’t inspired to use them. HR often gets trapped in policing role, monitoring compliance with employment laws, and enforcing codes of conducts. The HR has often seen its mission as one of helping workers overcome deficiencies that hinder their performance. Without ignoring these tasks, the new HR concentrates on positive.

Ref –Page, No 39
HBR