If “HR is dead,” what shall we make of this?
More human resource executives are being asked to serve on corporate boards because of their specialized knowledge of critical issues, such as executive pay, leadership succession and integration following a merger, The Wall Street Journal reports. In the first 11 months of 2009, 7% of the U.S. board placements were current or former HR heads, compared with 3.8% in 2004, according to search firm Spencer Stuart.
So many of our current economic problems center around compensation and risk, creating an opportunity for savvy HR people to play a role in solving them.
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[...] This post was mentioned on Twitter by Lance Haun, Bernie S. Dyme. Bernie S. Dyme said: long overdue — and still more headway to be made RT @thelance: Is this a sign of respect for HR? http://ow.ly/LZKp [...]
Key aspect of managing expectations is to help people understand that the merger integration period is a transitional phase. It’s merely a passage—a troubled time, yes, but the organization will move beyond these problems. You must clarify that point. Otherwise people will confuse the issue, presuming that the pain of merging is what life will be like after the merger is complete. Help them grasp the fact that this, too, shall pass.
Finally, do not make the mistake of trying to keep people happy during this difficult time. For the most part, that’s unrealistic. Far better for you to get them mentally prepared for the hard work and emotional strain that lie ahead.
ref: http://www.mergerintegration.com/post-merger-mana…