I agree with Rochelle's comments. You might also consider along the
small --> large spectrum:
Pike's Place Fish Market (12 people), FMC Aberdeen (Darden School case,
100 people), SAS (as Rochelle mentioned has about 3500 people, Stanford
case by Pfeffer), Southwest Airlines (very overused, but still a good
example with 33,000 people). What strikes me in all of this is that
there are examples in multiple industries and at various sizes, but they
are all in the minority--in my view, because of the habitual assumptions
evident in the C-suites about how one should run a business. Those
mental habits are hard to change. The most dangerous, in my view, is
this: professionals will do what they have to do regardless of how they
feel. That single assumption is a formula for mediocrity (I say). And
yet it dominates most executive thinking in my experience. The few
organizations listed above believe that how people feel and whether or
not they have choice affect their performance. For me, those are
"fulcrum" changes in belief systems. Change that belief, and lots of
innovative HR things cascade down. (see Level Three Leadership 3rd or
4th ed)
I'm assuming that you are familiar with the work of Lawler, Pfeffer,
Tichy and Ulrich with regard to how HR practices play into and affect
organizational performance.
Best regards,
Jim
James G. S. Clawson
Johnson & Higgins Professor of Business Administration
Darden GSB, University of Virginia
Box 6550, Charlottesville, VA 22906
100 Darden Boulevard, Charlottesville, VA 22903 USA
Tel: 434 924 7488 Fax: 434 243 7680
Web:
http://faculty.darden.virginia.edu/clawsonj
-----Original Message-----
From: Organizational Behavior Division Listserv
[mailto:
OB@AOMLISTS.pace.edu] On Behalf Of Rochelle Mucha
Sent: Friday, January 25, 2008 10:14 AM
To:
OB@AOMLISTS.pace.edu
Subject: Re: Innovate, leading edge Strategic HRM practices
Judi
Just curious...why to you refer to these types of 'practices' as SHRM
practices? Strategic HR and SHRM are not synonymous. As a practitioner
and
academic for over 25 years, I continue to be surprised by traditional
academic's understanding of 'talent' processes in business which are not
driven by SHRM but by the C-suite. I have been engaged with many
innovative
and traditional approaches that address the talent issues you list, but,
if
you want to explore sustained innovative approaches to people then I
suggest
you study the practices of WL Gore, IDEO, SAS, Google and Cisco.
Rochelle
Rochelle T. Mucha Ph.D.
o.770.649.8203
f.770.649.9898
m.770.367.1779
rochelle@businessasperformanceart.com
http://www.businessasperformanceart.com
-----Original Message-----
From: Organizational Behavior Division Listserv
[mailto:
OB@AOMLISTS.pace.edu] On Behalf Of Judi MacCormick
Sent: Thursday, January 24, 2008 8:58 PM
To:
OB@AOMLISTS.pace.edu
Subject: Innovate, leading edge Strategic HRM practices
Hi,
I am seeking examples of innovative SHRM practices to give MBA students
ideas of how companies (and individuals) can contribute to business
strategy through their human resource practices. I would be most
grateful
for any ideas or examples in areas such as:
establishing the leadership pipeline
boosting engagement and productivity for existing staff
Ensuring employment branding is optimised and targeted at the
right
candidates
Corporate social responsibility (CSR) and carbon footprint into
that
employment brand
Changing sources of candidates - global talent markets, mature
workers back in demand & also how they are sourced (Facebook,
Blogging, MySpace, etc)
Allowing for more flexibility in the workplace, including
part-time
careers, flexible work hours
Empowering line managers to take over the 'transactional' aspects
of
HR's role
Creating meaningful measures of HR performance
with many thanks in anticipation,
kind regards
Judi
_________________________________
Dr Judith S. MacCormick
Australian School of Business
University of NSW, SYDNEY, NSW 2052
Tel: +61 2 9960 4060
Fax: +61 2 9960 4020
Mobile: 0419 285 255
Email:
judithm@agsm.edu.au
Web: http://www.agsm.edu.au