Keeping HR On Course
Mon Sep 9, 2002 - Tue Sep 10, 2002
For the vast majority of organizations, success and failure or profit and loss can most often be
directly attributed to the talents, skills and other characteristics of the enterprise's human capital. It's
people who meet challenges, take advantage of opportunities and guide and move the organization
forward. Ultimate triumph in the marketplace is contingent upon having the right people with the
right skills at the right time working on the right things. Organizations need leadership backed up by
an effective Human Resources program.
HR has a critical support role to carry out, one that requires it to be knowledgeable about the
enterprise's current priorities and what it has and needs in human assets to accomplish them. HR
must also be proactive by participating in planning and providing for future initiatives, but what
turns this vision into a reality?
A CIO and a company president will provide their perspectives on the importance of a strategic
relationship with HR. Case studies around major HR projects underway will be used to illustrate the
strategies and actions being taken by organizations to keep HR on course with business and IT
objectives. There will be group discussion in which members of the audience will also share their
views and experiences. Issues to be discussed include the following:
- What significant events and perspectives influence HR?
- What major HR initiatives are being pursued, and how are they progressing?
- How can HR align itself with the lines of business and corporate functions, such as IT, and how is that alignment maintained?
- What HR planning is being practiced, and how effective is it?
- How does HR effectively communicate what it is doing and the results?
- How does HR work around antipathy toward its involvement?
- What metrics provide a management and operational assessment of HR activities?
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