I was recently promoted to handle all human resources at our 100-employee company, but I also still serve as top assistant to our company president. This has sparked a debate, with some senior leaders arguing we don't need a fulltime HR function. Our president now isn't sure whether to keep the HR function or just keep me as his assistant. How do I convince top brass that HR is more than just keeping track of personnel files and benefits?
— Caught in the Not-So-Friendly Crossfire, HR director, publishing/communication/advertising, Owosso, Michigan
The best-performing HR departments are harvesting big data so their leaders arrive at the proverbial top table with insights about pivotal roles, critical skills and gaps, says Harry Osle, global HR transformation and advisory practice leader at The Hackett Group. Read More
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As part of our 90th anniversary, Workforce is talking to some of the people and organizations that helped influence today's workplace. In this installment, Workforce senior writer Rita Pyrillis talks to Ford Motor Co.'s Felicia Fields about the company's turnaround since CEO Alan Mulally took over in 2006. Read More
The standard would have caused several difficulties for staffing buyers.Read More
Senior director of HR strategy, planning and communications, Express Scripts Holding Co., St. Louis
Vice president of human resources and community relations, Harrah's New Orleans
Human resources director, ID Media Inc., New York
A certificate isn't enough in today's business climate, in which expectations of human resources professionals have never been higher, experts say.