PIHRA Scope - Summer 2008 - (Page 7)

MESSAGE FROM THE PRESIDENT 2008 Executive Committee Dan Roleder, SPHR, President rolederark@juno.com Ailene Dewar, Vice President – Education adewar@merion.com Jenny Roney, Vice President – Emerging Affairs jroney@ci.ventura.ca.us Mark Luni, Vice President - Finance markluni@yahoo.com Beverly Malin, SPHR, Vice President – Leadership Development beverly@sagestaffing.com Brenda Rushforth, SPHR, Vice President – Membership brenda.rushforth@pomona.edu Sharon Gerber, PHR, Secretary sgerb@hotmail.com Mark Gross, Immediate Past President mgross@leadershipservices.com Lee Paterson, SPHR, General Counsel lapaterson@winston.com Doyle Young, Chief Executive Officer doyle@pihra.org Kwedi Gipson, Managing Editor editor@pihra.org Accounting Services accounting@pihra.org Marketing & Exhibitions marketing@pihra.org Membership membership@pihra.org Programs and Meetings programs@pihra.org Published quarterly for members by: Professionals In Human Resources Association 550 N. Continental Blvd., Suite 120 El Segundo, CA 90245 Phone (800) 734-5410 Fax (310) 416-9055 Website: www.pihra.org Published by: Naylor, LLC 5950 NW 1st Place Gainesville, FL 32607 Phone (800) 369-6220 Fax (352) 331-3525 12600 Deerfield Parkway, Suite 350 Alpharetta, GA 30004 Phone (770) 810-6972 Fax (770) 810-6995 www.naylor.com Publisher: Catherine Upton Editor: Jeanie J. Clapp Project Manager: Jason White Sales Manager: Scott Groves Marketing Associate: Elsbeth Russell Book Leader: Mary Johnston Sales Representatives: Todd Evans, Beth Sheahan, Gina Sinnett Layout & Design: Naylor, LLC Advertising Art: Glenn Domingo to this issue of PIHR A Scope! I want to share some thoughts on how you and your organization can be better prepared to face the uncertain economic climate. As in past business cycles, today’s business environment produces ever-increasing challenges for success. Business leaders in production, sales, marketing and finance continue to shoulder the strategic responsibility of providing core competencies that ensure customer and shareholder value. Human resource professionals implement support competencies through training and development programs, administrative and compliance activities, and employee relations. When an organization faces its most challenging times, human resources has little to no strategic role in weathering the storm. Further, the common perception is that human resources is lacking adequate business and financial aptitude to participate in strategy development. Yet, human resources continues to oversee the most strategic, powerful and effective asset that mitigates the painful side of business cycles. Without question, a business’ longterm sustainable competitive advantage resides in the deployment of human capital. Business leaders have recognized for years that an organization’s ability to attract, train, motivate and retain its human capital assets is imperative for sustained competitive growth throughout a business cycle. But hasn’t the human resources profession diligently shouldered this responsibility? Yes, but with the misguided belief that by identifying, training and strengthening the human capital talent base, general business utopia will occur. Why have these efforts missed the mark? Because they have failed to proactively lead management in creating a process that strategically aligns and links the implementation of human capital assets to improved business results. The human resource profession must change its “mantra” that improving human capital is an end in itself. Instead, it should concentrate on providing management with a human capital management process that speciﬁcally identiﬁes and improves applied talents to action plans resulting in effective business results. This process needs to be measurable, action-oriented and strategically aligned with business goals, mission and vision. It must be integrated into the design, development and execution of the strategic business plan. A recent survey revealed the following top CEO concerns: excellence in execution; sustained top-line growth; consistent execution of strategy; proﬁt growth; ﬁnding qualiﬁed managerial talent and succession planning. A human capital asset strategy as described above will ensure that these concerns are proactively addressed on a continuous, measurable and predictive manner. Finally, the human resources professional must take ownership and full responsibility for its implementation and effectiveness. PIHRA is committed over the coming months and years to: 1. Helping you see where you stand in your current efforts to create a strategic HR presence in your organization; 2. Showing you how you have progressed toward your goal; and 3. Proposing steps and real support that you can take to ensure success with the integration of HR into a strategic role. Each of you, by moving in this important strategic direction, will help to ensure your ‘at the table’ contributions with your business partners. Dan Roleder, SPHR 2008 PIHRA President Welcome © 2008 Naylor, LLC. All rights reserved. The contents of this publication may not be reproduced, in whole or in part, without the prior written consent of the publisher. Published May 2008/PHR-S0308/7194 Summer 2008 PIHRAScope 7 http://www.pihra.org http://www.naylor.com

Table of Contents Feed for the Digital Edition of PIHRA Scope - Summer 2008

PIHRA Scope - Summer 2008 Contents Message from the President HR Technology to the Rescue: What to Do in the Aftermath of the H-1B Visa Cap Bridging the Gap: When ‘IT’ is from Mars and ‘HR’ is from Venus HR Concepts Maximizing Returns from Benefi t Investments with Better Communications Strategic Marketing Alliance: Develop Yours as Easy as ABC… PIHRA Calendar Scope on the Districts PIHRA’s New Members Index to Advertisers

PIHRA Scope - Summer 2008

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