Rearchitecting the human resources function at northern telecom

Kochanski, James; Randall, Phillip M.

doi:10.1002/hrm.3930330209

Cited by 3 publications

(2 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In a case study of Albert Einstein Healthcare Network, the reason for designing and redesigning HR programs was to achieve organizational agility through contextual clarity, embedding core values, and enriching work practices (Shafer, Dyer, Kilty, Amos, & Ericksen, 2001). In the case of Northern Telecom (Kochanski & Randall, 1994), the HR function tackled the task of changing the fundamental form of the organization by reducing costs and improving performance, employee effectiveness, and satisfaction through the development of a strategic architecture that integrated workflows, structures, and the competency enhancement process. During the revitalization of Eastman Kodak, the key competencies under the rubric of HR excellence, a small number of core competencies, and an even smaller number of leverage competencies applicable to HR roles were the source of competitive advantage (Blancero, Boroski, & Dyer, 1996).…”

Section: Previous Researchmentioning

confidence: 99%

Redesigning the human resources function at Lafarge

Som

2003

Human Resource Management

View full text Add to dashboard Cite

This article describes the detailed process of redesigning and implementing the human resources (HR) function at Lafarge. The article argues that a well-articulated and integrated approach of (1) recruitment, selection, and induction, (2) retraining and redeployment, (3) a performance appraisal system, (4) a compensation and reward mechanism, and (5) rightsizing and (6) integration is required to be aligned with the overall business strategy of the organization. It also reinforces that the foundation of a value-added HR function is a business strategy that relies on people as a source of competitive advantage. Key challenges for Lafarge in the future include (1) maintaining the change momentum, (2) fast and effective integration of acquired companies and transfer of "best practices," and (3) attracting and retaining a diverse workforce through their internationalization program.

show abstract

Section: Previous Researchmentioning

confidence: 99%

Redesigning the human resources function at Lafarge

Som

2003

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…The resulting organization had fundamentally changed its service delivery strategy: centralizing transactional services; assigning HR "primes" to the top levels of each strategic business unit and support function to provide strategic consulting support; and establishing geographically based HR organizations to provide organization development and employee relations services to the lower levels of management. The HR leadership team realized that development of the HR staff would be a key success factor for the new organization and that a competency-based approach would be a primary development strategy (Kochanski, 1994).…”

Section: The Casementioning

confidence: 99%

Using competency development tools as a strategy for change in the human resources function: A case study

Morris¹

1996

Hum. Resour. Manage.

View full text Add to dashboard Cite

This case study explores issues in building and implementing competency‐based development tools for an HR organization in the midst of fundamental change. The case includes a realistic appraisal of the critical design decisions, marketing strategies, and implementation success factors required for using competencies to articulate and foster understanding of a change effort. © 1996 by John Wiley & Sons, Inc.

show abstract