Queen's University IRC

Linking HR Strategy to Business Strategy

Paul Juniper, Director, Queen's IRC

Beyond the CHRP – Raising the Bar on HR: Insights and Reflections

Throughout my career, which spans over thirty years as an HR professional, I have been a keen observer of our profession. I now find myself in a position where a large volume of information about the development and changing nature of HR crosses my desk, and I have the luxury and time to consider, reflect on, and speak about my experiences and insights on the future of the HR profession.  

Carol Beatty, Queen's IRC Facilitator

Demystifying Organizational Strategy

People management professionals are often exhorted to become more knowledgeable about business strategy but many are discouraged by the jargon and the apparent complexity of the field. While it is true that a radical rethink of your organization's strategy involves creativity and specialized skills, most regular strategic planning exercises do not require that level of sophistication.
 

Ready for Risky Business?

For human resources professionals, risk readiness means more than just planning for management departures, says Queen’s IRC facilitator Yvonne Latta. Yvonne is a consultant and former senior executive with 31 years in the federal public service, including directorships of HR at Transport Canada and Strategic Business Planning at Agriculture and Agri-Food Canada. In this article, …

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Corporate Social Responsibility: The Void HR Has To Fill

Jay Handelman, Director of the Centre for Corporate Social Responsibility (CSR) at Queen’s School of Business, says CSR presents the ideal opportunity for HR practitioners to become strategic partners in their organizations. Read on to learn more about CSR, HR’s role in driving it, and why managers are not yet embracing it with open arms. …

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Outsourcing and the ‘New’ Human Resource Management

Once believed to be strictly an administrative function low on management's priority list, the human resource function is increasingly involved in strategic management decisions. Intense competitive pressures are forcing it to reexamine its structure, the services it provides, and the competencies it requires. As a result, HR is looking at outsourcing as a way to reduce its workload and concentrate on strategic core functions. Interviews with nine HR executives reported in this study provide a snapshot of how Canadian organizations and their HR functions are changing to cope with the new economic environment.

Employee Involvement, Strategic Management & Human Resources: Exploring the Linkages

There has been very little research addressing the relationship between human resource practices and organizational strategy and culture. Among the questions that frequently arise are: what practices have other organizations implemented?, what HRM practices and organizational strategies distinguish successful and unsuccessful organizations?, and what is the impact of strategy and culture on the success of HRM practices and organizational behaviour? The present study is aimed at addressing these questions.

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