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A model and process for redesigning the HRM role, competencies, and work in a major multi‐national corporation
Author(s) -
Kesler Gregory C.
Publication year - 1995
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930340202
Subject(s) - business process reengineering , human resources , human resource management , line management , general partnership , process management , process (computing) , business , corporation , knowledge management , function (biology) , work (physics) , management , operations management , engineering management , computer science , engineering , marketing , lean manufacturing , economics , mechanical engineering , finance , evolutionary biology , biology , operating system
This article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid. © 1995 by John Wiley & Sons, Inc.