Introduction
The future of human resources
Section 1: Understanding and managing people
1. Will there really be a labor shortage?
2. The motivator's dilemma
3. Anticipating change: will there be a labor shortage?
4. Get, keep, grow
5. The new employment relationship versus the mutual investment approach: implications for human resource management
Section 2: Invest in the next generation of human resource professionalism
6. The future human resource professional's career model
7. Human resource education: a career-long commitment
8. Life after outsourcing: lessons learned and the role of human resources as a strategic business partner
9. The four cs of the hr profession: being competent, curious, courageous, and caring about people
10. Differentiation through people - how can hr move beyond business partner?
Section 3: Learn to master and play new roles
11. The chief integrative leader: moving to the next economy's hr leader
12. From business partner to driving business success: the next step in the evolution of hr management
13. Workforce diversity: a global hr topic that has arrived
14. “not just any seat at the table”
15. What distinguishes the outstanding hr executives from the others
16. Evolution and revolution in the twenty-first century: revolutionary new rules for organizations and managing human resources
17. From human resources management to organizational effectiveness
Section 4: Discern, create, and adapt culture to business conditions.
18. Hr as a strategic partner: culture change as a case study
19. Changing mental models: hr's most important task
20. Building a market-focused culture
21. Branding from the inside out: hr's role as brand builder
22. The winning team: a strategic imperative
Section 5: Rethink organizations as capabilities, not structures
23. Workforce strategy: a missing link in hr's future success
24. Connecting strategy and hr: establishing a new logic of partnership
25. What really works? Hr's role in building the 4+2 organization
26. Human resources' new roi: return on intangibles
27. In pursuit of marketplace agility: applying precepts of self-organizing systems to optimize human resource scalability
28. Creating the capability for collaborative entrepreneurship: hr's role in the development of a new organizational form
29. Partner or guardian? Hr's challenge in balancing value and values
Section 6: See hr as a decision science and bring discipline to it
30. Science explodes human capital mythology
31. Human resource accounting, human capital management, and the bottom line
32. Improving human resources' analytical literacy: lessons from moneyball
33. The dual theory of human resource management and business performance: lessons for hr executives
34. Talentship, talent segmentation, and sustainability: a new hr decision science paradigm for a new strategy definition
Section 7: Create mutually collaborative ventures
35. Teamwork: the new emphasis on two-sided accountability
36. Managing cooperatively within organizations
37. Power, the last corporate taboo
Section 8: Responding to social expectations and public policy and the renewed importance of ethics
38. A challenge to hr: building the company's external dimension
39. Leading change: an imperative of leadership
40. When ethics calls the hr helpline
Section 9: Live globally, act locally
41. Global and local balance in human resources leadership
42. Global hr as competitive advantage: are we ready?
43. A new paradigm for hr: dilemmas in employing and managing the resourceful human
44. Counterintuitive findings in international hrm research and practice: when is a best practice not best for practice?
45. Becoming business partners in chinese firms: challenges and opportunities
Conclusion
Reality, impact, and professionalism
Index
