Issue link: https://www.e-digitaleditions.com/i/65226
Industry Standards divisions. More than just decentralising former COE activity into business-embedded strategic business partners, there is a diffusion of HR into new nonfunctional structures. Some companies are locating organisational development (OD) units outside of HR. Some non-HR Heads of OD are advocating that they should have responsibility for talent management, or are advocating an alternate logic that talent management responsibilities should rest with CEOs or COOs. Why is this game changing? If these trends were to become mainstream, then HR will find that through the very success of strategic business partners, the function has handed over core expertise to the line and removed arguments for central functional oversight in many areas. 8. The growth of cross-organisational delivery models Mixing collaboration with competition as a corporate strategy is not new. Collaboration is implicit in many phrases used to describe interfirm relationships, such as international collaborative ventures, global strategic partnerships, or competitive alliances. At the centre of this development is the growth of interorganisational relationships in their many forms. These range from traditional use of outsourcing, cross-licencing, joint ventures, and strategic alliances, to other cross-organisational collaborations such as joint R&D, innovation and product development, knowledge sharing networks, collaborative manufacturing, deep supply chain integration, and interfirm networks. HR is being repositioned into a function that must provide "architectural design" skills to the organisation, not just because of internal organisation design pressures resulting from complex business models, but also as a consequence of changes in the importance of external interdependence and partnership. The organisational value web is, in almost every case, extended across traditional organisational boundaries. This interdependence is a defining characteristic of business model change. Why is this game changing? The challenge of providing seamless HR support to business arrangements that might be based on partnering (in its many guises) raises significant issues. How do we ensure governance, risk management, and capability development across partnered business arrangements, or in business models that involve several agencies? What are the implications for HR functions as they move from managing the employment relationship in owned entities to a need to manage the quality of people and organisational management across partnerships? 9. The reconfiguration of COEs Linked to the above, what is the best position for HR in an era of organisational design where the classic functions no longer dominate? This is a time in which new types of organisational and business knowledge are required that are cross-function and that create hybrid skills with networks of people with architectural/ Why is this game changing? It raises deep questions about the contribution that HR makes to what are business and operational areas of expertise. HR needs to develop high-level insight into how the management of COEs linked more directly to performance impacts the sorts of skills, knowledge, and capital within the HR function. The Vote: Four From Across the Business strategic capabilities that are not located in functions but focus on cross-functional delivery. In the face of the strategic complexity now faced by organisations, people management needs to start by looking at the important performance outcomes that its customers expect—or that the strategy demands—and design people management inside the organisation in ways that deliver this. The performance outcomes that matter are innovation and growth in the business, world-class productivity and efficiency, customer service levels that deliver sustained profitability and sustained brand value. Organisational performance will be driven by a number of strategic logics: innovation, customer centricity, lean management, and global integration. Centres of expertise can migrate away from the traditional functional expertise to performance-linked expertise in these areas. 6. Service and support 7. Centres of excellence 8. Cross-organisational models 9. Reconfiguring COES Two Macros From Outside 10. Strained social tolerance and the changing contours of fairness We have seen in recent years shared expertise and accountability between HR and marketing or corporate communications for issues related to corporate social responsibility (CSR). No deeper challenge exists. Questions of fairness are becoming more complex as we consider the future of work—many issues (e.g., pension provision, questions of reward, careers across different age groups, global sourcing of work, social mobility) have impact across generational groups and across different internal employee segments. Organisations need to tease out the different rubrics/protocols for how they might resolve the issues in current and future works scenarios [26] HRO TODAY GLOBAL | WINTER 2012