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Strategically Positioning HRD Practice in Organizations

In: Strategic Human Resource Development in Practice

Author

Listed:
  • Lyle Yorks

    (Columbia University, Teachers College)

  • Amy Lui Abel

    (The Conference Board)

  • Denise Rotatori

    (Bank of New York Mellon)

Abstract

The rapidly changing socio-economic context confronting organizations being driven by technology has generated a rich debate regarding the role of HR for the twenty-first century. Articles such as “Why We Hate HR” (Hammonds, 2005, Fast Company, August) and “It’s time to blow up HR and build something new. Here’s How”(Cappelli, 2015 Harvard Business Review) represent a pivotal turning point in what was an increasing frustration with the traditional administrative mindset of many HR functions. Although the titles of these, and many other articles and presentations during the first decade in the twenty-first century carry negative connotations, the general theme is that human capital talent continues to be critical for organizational success and sustainability. The HR function is now an important strategic contributor to the business. That being the case, as of 2018, research finds that while the transformation of HR from an administrative support function to a strategic partner in the business is under way in many companies, it is still a work in process.

Suggested Citation

  • Lyle Yorks & Amy Lui Abel & Denise Rotatori, 2022. "Strategically Positioning HRD Practice in Organizations," Management for Professionals, in: Strategic Human Resource Development in Practice, chapter 3, pages 51-68, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-030-95775-9_3
    DOI: 10.1007/978-3-030-95775-9_3
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