...it is important for HR to be a strategic partner to the business? Within a business the Human Resource department is a strategic partner, also there will be appropriate utilization for the human resources in any company, in order to direct the business to achieve it appropriate goals. Utilizing this can result into an asset, or advantage for all individuals involved. In my opinion it is important for HR to be a strategic partner for a business because HR partners help Motivate, and help retain worthy hard working employees for the company. This is achieved by the right Training curriculums in order to aid in enhancing employee’s skills set or provide new skills that are necessary to help improve the company’s capability and functionality at that given time. Also it help’s in architecting incentive plans for employees in order to motivate them and somewhat modify in working environment. HR is strategic partners due to the fact that there are boundaries between the employees and employers. Guidance is given between the two entities in respect to dealing with matters in an appropriate matter according to company standards or rules. They also participate incorporating the company beliefs on the importance of the corporation’s plans in its entirety. HR instilling in every individual the corporation’s policies and procedures throughout and making sure that it is being followed to its entirety. In all HR is a great strategic partner in any company because they help...
Words: 765 - Pages: 4
...HRM as a Strategic Partner The main purpose of this article is… The purpose of this article is to focus on the importance of the partnership of the human resource department to the success of organization and its workforce. “Profitability is one of the primary reasons why human resources management should be a strategic business partner.” (Ruth Mayhew, 2014) The key question that the authors are addressing is… The key question the authors are addressing is “Why Is It Important for HR Management to Be a Strategic Business Partner?” Recognizing the worth of HR management is a serious step in developing business strategy, and it takes human resources management’s cutting-edge principles and business insight to put those plans into action. Although many HR functions have begun to play a strategic role in guiding succession management, knowledge retention, and other business initiatives, there is still opportunity for such functions to improve and truly transform key influencers and decision-makers. The persistent need for organizations to maintain a diverse pool of talented leaders, capture expertise from exiting employees, and outsource transactional activities to focus on core capabilities has heightened the importance of the HR function. The most important information in the article is… The most important information in this article is providing insight on how human resource departments/manager affects a company’s profitability, funding, perception, balance...
Words: 589 - Pages: 3
...Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern California JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University of Southern California Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 7 1 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://ceo-marshall.usc.edu What Makes HR a Strategic Partner? Edward E. Lawler III Center for Effective Organizations University of Southern California 3415 S. Figueroa Street., #200 Los Angeles, CA 90089-0871 Tel: 213-740-9814 Email: elawler@marshall.usc.edu John W. Boudreau Center for Effective Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right...
Words: 6021 - Pages: 25
...HR Professionals as Strategic Partner in Marriott’s Talent Management Table of Contents Introduction………………………………………………………………………………………3 Executive summary………………………………………………………………………............3 Organizational Profile……………………………………………………………………..3 Organizational Vision……………………………………………………………………..4 Organizational Mission……………………………………………………………………5 Human Resource Profile…………………………………………………………………..5 Economic context………………………………………………………………………….6 Political and regulatory context…………………………………………………………...8 Competitor analysis……………………………………………………………………….8 Operations Infrastructure………………………………………………………………….9 Organizational Perspective...……………………………………………………………………9 Key Performance Indicators and Analysis..………………………………………………9 Core Values……………………………....………………………………………………10 Measurement..…………………………....………………………………………………10 Cultural Perspective..…………………………………………………………………………..12 Cultural Categories and Analysis...……………………………………………………...12 People First……………………………....………………………………………………12 Pursue Excellence..……………………....………………………………………………12 HR as strategic partner………………………………………………………………………...11 Talent management is all about putting people in the right jobs………………………...13 The talent pipeline is only as strong as its weakest link…………………………………15 References……………………………………………………………………………………….16 Introduction Marriott is a leading lodging company based in Bethesda, Maryland, USA, with more than 3,900 properties in 72 countries and territories and reported revenues...
Words: 3672 - Pages: 15
...Center for Effective Organizations HR AS A STRATEGIC PARTNER: WHAT DOES IT TAKE TO MAKE IT HAPPEN? CEO PUBLICATION G 03-2 (430) EDWARD E. LAWLER III SUSAN A. MOHRMAN Center for Effective Organizations Marshall School of Business University of Southern California January 2003 Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 0 6 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://www.marshall.usc.edu/ceo HR as a Strategic Partner: What Does It Take to Make It Happen? by Edward E. Lawler III & Susan Albers Mohrman A number of articles, books and studies have argued that HR needs to become a strategic partner (Ulrich, 1997; Brockbank, 1999; Lawler & Mohrman, 2000a). But is HR becoming a strategic partner? What does becoming a strategic partner entail? And is the HR function more effective when it is a strategic partner? The answers to these questions are critical to the future development and direction of the human resource function in organizations. A number of forces have converged to support the idea of HR being more of a strategic partner. Corporations are undergoing dramatic changes with significant implications for how human resources are managed. Perhaps the most important of these changes is the rapid deployment of information technology and the increasing amount of knowledge work that organizations do. Also important are the rapidly changing...
Words: 8450 - Pages: 34
...Learning in Strategic Alliances Strategic alliances that bring organizations together promise unique opportunities for partners. The reality is often otherwise. Successful strategic alliances manage the partnership, not just the agreement, for collaborative advantage. Above all, they also pay attention to learning priorities in alliance evolution. The resource-based view of the firm that gained currency in the mid-1980s considered that the competitive advantage of an organization rests on the application of the strategic resources1 at its disposal. These days, orthodoxy recognizes the merits of the dynamic, knowledge-based capabilities2 underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive.3 Preamble 1 2 3 The resources that the theory deemed of strategic importance were valuable, rare, inimitable, and nonsubstitutable (leading to charges of tautology). Importantly, the list of what constitutes a resource was expanded in the 1990s with the refinement that the encompassing construct previously called resources should be segregated into...
Words: 4230 - Pages: 17
...involves many different aspects of organisations, all of which may be important. This makes it difficult to record and analyse. *And it's a subject that lacks a widely agreed body of accepted knowledge. Different strategists have different opinions on what is important and how strategy should be developed. All these factors make it quite tough. Certainly, some strategists argue that there is a place for strategic analytical frameworks like Professor Michael Porter's Five Forces. But the same strategists also point out the most successful strategies need to be more experimental and creative. For example, they argue that the successful strategy of Dell Personal Computers - selling directly to customers, cutting out the distributor - owed much more to innovation than to traditional strategic analysis. In more general terms and arguably to oversimplify strategy theory, strategic processes need to be both prescriptive and emergent. We'll explore the models of these two approaches to corporate strategy later in this exercise. The case we're going to look at is an important strategic battle between two of the world's largest food companies. On one side, we have the Swiss company Nestle, which was exploring how to enter the market for prepared breakfast cereals in recent years. On the other side, we have...
Words: 8269 - Pages: 34
...Strategic Alliances are linkages between companies designed to achieve an objective faster or more efficiently than if either firm attempted to do so on its own. The role of strategic alliances in shaping the future course of both industries and individual firms is likely to become even more profound in the next century. The traditional view about Strategic alliances is that they were formed for Defensive to protect profits, Means for preempting competition, and Competitive and win - lose orientation. Today there is a current perspective about strategic alliance that goes beyond the traditional view and it consists of Collaboration can create opportunities for all participants to be successful, Can create multiple sources of competitive advantage, Win - win orientation that relies on both collaboration and competition. Strategic alliances could be formed for the following reasons: 1) Technology exchange: most of the recent strategic alliances (more than 50 %) are formed for technology exchange. this is done to obtain the necessary capabilities and resources needed for creating new technology or using some technologies to develop the companies’ competencies. 2) Global competition: strategic alliances are formed in order to allow the partners to build up more strength and be able to be more competitive in the global market against a common enemy better than each one fights alone. 3) Industry convergence by this it means company gets together and become...
Words: 1020 - Pages: 5
...Learning, Positioning and Alliance Partner Selection What do General Motors, Norsk Hydro, Matsushita Electric Industries, A T & T , Rh6ne-Poulenc Rorer, Rubbermaid Inc., Olivetti, Syntex, Daewoo Motors and Coors Brewing C om pany all have in com mon? T h e y have all participated in international strategic alliances w h i c h e n d e d in divorce. 1 Such divorces are not u n c o m m o n 2 but they have failed to d a m p e n the enthusiasm of corporations for alliances as a m o de of doing business. Between 1988 and 1992 over 20 000 business alliances were formed in the USA alone, contributing to the 25% annual rate of increase in alliances since 1985. 3 In surveys of its members over the last few years the Industrial Research Institute has f o u n d that, in each year surveyed, b e t w e e n 45% and 49% of r e s p o n d e n t s have projected increasing their alliance participation. 4 The enthusiasm for alliances is partly driven by numbers w h i c h show, for instance, that alliances o u tp e r f or m more traditional forms of business activity by over 50%. 5 Despite the enthusiasm and despite the favourable numbers, though, the i n c i d e n c e of expensive and messy alliance failures is surprisingly high, and a reality that alliance 'players' must consider seriously. Although there are m any reasons for alliance failures, m a n y writers agree that poor selection of alliance partners is among the most i m p o r t a n t ) A poorly chosen partner can make co-operation very difficult...
Words: 9982 - Pages: 40
...The Five Factors of a Strategic Alliance by: Jason WakeamIssues: May / June 2003. Tags: Strategy. Categories: Strategy. • Share on LinkedIn • Share on googlePlus • Share on facebook • Share on twitter • Share by email [pic] “Strategic” may be one of the most over-used words in business today. This observation is especially valid in the world of alliances, where managers must distinguish between those alliances that are merely conventional and those that are truly strategic. This author outlines the five factors that make an alliance “strategic.” As companies gain experience in building alliances, they often find their portfolios ballooning with partnerships. While these partnerships may contribute value to the firm, not all alliances are in fact strategic to an organization. This is a critical point, since, as this article will explain, those alliances that are truly strategic must be identified clearly and managed differently than more conventional business relationships. Due to the levels of organizational commitment and investment required, not all partner relationships can be given the same degree of attention as truly strategic alliances. The impact of mismanaging a strategic alliance or permitting it to fall apart can materially impact the firm’s ability to achieve its core business objectives. The five criteria of a “strategic” alliance What is it that makes an alliance truly strategic to a particular company? Is it possible for an alliance...
Words: 2112 - Pages: 9
...Strategic Alliances: Collaboration with Your Competitors--and Win1 Collaboration is a strategic alliance typically between two firms with the goal of providing mutual benefit for each firm. Collaborating with your competitors is like a double-edged sword. Sharing between firms is a smart strategy as long as the relationship is give-and-take and is one that will benefit both parties without compromising each of the firm’s competitive position in the industry. Firms must be careful in what information is shared across this delicate communication trail. To borrow a line from the Godfather, "keep your friends close, but your enemies closer". This article's discussion of competitive collaboration lends itself to the idea that learning and studying your enemy pays. Although are infinite possibilities arising from collaborations, be wary of the risk of sharing knowledge with the enemy when it is core to your firm's competitive competencies. Types of competitive collaboration 1. Joint Ventures 2. Outsourcing agreements 3. Product Licensing 4. Cooperative research The study of 15 mergers of three major types: four intra-European alliances, two EuropeanJapanese alliances, and seven U.S.-Japanese alliances found that collaboration is something often used by successful businesses. Alliances between Asian companies and Western rivals seem to work against the Western partner. Collaboration is competition in a different form. Companies have to enter collaborations knowing that competition still...
Words: 1921 - Pages: 8
...outside their own boundaries. The concept of strategic alliances has become widely used in the business language to refer to the types of partnerships agreements between two or more companies that pursue a clear strategic collaboration objective, with different levels of possible integration among the members. In today’s competitive global economy strategic alliances are a crucial option for achievement of competitive advantage. By developing strategic alliances, organisations can share their excess or complementary resources and capabilities so as to strengthen their position in the market and gain competitive advantage. When such alliances are effectively and efficiently managed the partnering firms can gain immensely towards mutual profitability. In any cooperative relationship trust is key for success. Where mutual trust and synergies exists, partnering organisations can benefit substantially from opportunities that can be exploited through maximum utilization of combined resources. On the other hand, where there is no trust, extensive monitoring systems become necessary to monitor each partners’ contribution and this results in increased cost of operations that ultimately hamper the competitiveness of the alliance. Definition A strategic alliance is a relationship between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent. Partners may provide the strategic alliance with resources such as...
Words: 6464 - Pages: 26
...Vol. 5, No. 1 International Journal of Business and Management International Market Expansion Strategies for High-Tech Firms: Partnership Selection Criteria for Forming Strategic Alliances Øystein Moen (Corresponding author) Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Tel: 47-7359-3505 E-mail: Oeystein.Moen@iot.ntnu.no Ottar Bakås SINTEF Technlogy and Society, Department of Industrial Management N-7465 Trondheim, Norway E-mail: ottar.bakas@sintef.no Anette Bolstad Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Vidar Pedersen Investment Office Nordic, Telenor Nordic Finance Snarøyveien 30, N-1331 Fornebu Tel: 47-9823-2599 E-mail: vidar.pedersen@telenor.com Abstract Newly established, technology-based firms entering international markets often have limited resources in terms of capabilities, time, and capital. As a consequence, these firms often use entry modes characterised by low resource commitment, including partnership agreements (strategic alliances). This paper, investigates which partner selection criteria that are important for this group of firms when they are selecting partners. Based on case studies of three Norwegian firms targeting the UK market, five selection criteria have been identified as important (trust, relatedness of business, access to...
Words: 8758 - Pages: 36
...International Journal of Global Business, 7 (1), 77-94, June 2014 77 Building Global Strategic Alliances and Coalitions for Foreign Investment Opportunities Dr. Balarabe A. Jakada Department of Business Administration and Entrepreneurship Bayero University, Kano, Nigeria. bajakada@yahoo.com Abstract Global strategic alliance and coalition is a diffuse way of effective combination of strengths of companies aiming at entering new markets, exploring new technologies, bypassing government entry restrictions and to learn quickly from the leading firm in the partnership, all in an effort to exploit foreign investment opportunities. Strategic alliances are however, not easy to develop and support. They often fail because of technical errors made by management of member firms. To make it a success, a strong and efficient alliance agreement has to be in place to enable companies to gain in markets that would otherwise be uneconomical. Building alliances requires considerable time and energy from all parties involved with a detailed plan, expectations, limitations and scopes, and the likely benefits drivable from the project. Alliances take a number of forms and go by various labels. Alliances may be contracts, limited partnerships, general partnerships, or corporate joint ventures, or may take less formal forms, such as a referral network. The paper is aimed at exploring and educating prospective and allied businesses or firms the need and significance of across border coalition, and...
Words: 7937 - Pages: 32
...02912080 1. What are the advantages and disadvantages of international strategic alliances? How to select partners for cooperation? Definition A global strategic alliance in business is a business relationship between two or more businesses that enables each to achieve certain strategic objectives neither would be able to achieve on their own. The strategic partners maintain their status as independent and separate entities, share the benefits and control over the partnership, and continue to make contributions to the alliance until it is terminated. Strategic alliances are often formed in the global marketplace between businesses that are based in different regions of the world. Advantages of the Global Strategic Alliance Advantages Strategic alliances usually are only formed if they provide an advantage to all the parties in the alliance. These advantages can be broken down to four broad categories. Organizational advantages: You may wish to form a strategic alliance to learn necessary skills and obtain certain capabilities from your strategic partner. Strategic partners may also help you enhance your productive capacity, provide a distribution system, or extend your supply chain. Your strategic partner may provide a good or service that complements a good or service you provide, thereby creating a synergy. If you are relatively new or untried in a certain industry, having a strategic partner who is well-known and respected will help add legitimacy and creditability...
Words: 1443 - Pages: 6
