JournalTOCs

Strategic HR Review
Number of Followers: 9

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1475-4398 - ISSN (Online) 1758-8537
Published by Emerald

[361 journals]

Are M&As an opportunity for HR to join the top table' The case of
Sanofi’s emerging international strategy
- Authors: Margaux Bruneau de la Salle, Mark Thomas
  Abstract: One of major preoccupations of human resources (HR) in recent times has been the challenge of proving its value at the “top table.” Mergers and acquisitions (M&As) may offer one potential solution to this problem. M&As are renowned for the key management problems they generate such as diminished employee engagement and morale and increased staff turnover. However, such challenges also offer opportunities. This paper aims to argue that the recent wave of acquisitions in the pharmaceutical industry present HR with the possibility to demonstrate its real strategic value. This paper offers an insider–outsider approach to the role of HR in M&As in the pharmaceutical industry. Based on an in-depth study of Sanofi’s emerging M&A strategy, it gives key insights into the reasons for multiple acquisitions and how HR can have a positive impact on value creation. The findings demonstrate that the repeated acquisitions of US-based biotech companies made by the French pharmaceutical group Sanofi over the past five years is more than just a coincidence. Rather, it is an unstated strategy to develop within this market. HR can aid senior management in overcoming some of the major cultural challenges, thus demonstrating its real strategic value. This paper clearly shows how following a specific emerging international strategy of M&As can empower a company through its human resources.
  Citation: Strategic HR Review
  PubDate: 2021-04-11
  DOI: 10.1108/SHR-01-2021-0007
  Issue No: Vol. 19, No. 6 (2021)
Protirement is coming – is your organization ready'
- Authors: Timothy Alan Ringo
  Abstract: This paper aims to outline an emerging trend that is replacing traditional retirement; this trend is called “protirement.” Protirement is defined as early retirement from professional work with the positive idea of pursuing something more fulfilling and has originated from the “blend of pro- and retirement.” This paper’s approach is to define the trend of protirement and then back the idea with data and cases of where and how this is implemented by human resources (HR) organizations. Retirement, in its traditional sense, is becoming increasingly unattainable for individuals but is also less necessary than it has been in the past. People are living longer and healthier lives, and in fact, data show that working in some meaningful and valuable manner actually increases life-span and allows more time to save for the day when one cannot work anymore. The findings in this paper should spark others to do more research into the area of aging workforce and new models that will leverage senior workers for the benefit of individuals, organizations and society at large. HR executives and their organizations will need to drive change in the areas of recruitment (senior workers), pension planning and saving and HR policies around retirement. People productivity has been in decline for over 10 years now. The authors are going to need all hands on deck to help fix this and overcome the economic challenges created by the 2020 pandemic. Leveraging senior workers brings deep expertise into the workplace that could be lost otherwise, improving productivity and organization learning. This paper takes an idea coined in the 1960s and brings it into the 21st century, when and where it is really needed. This long-forgotten idea is being resurrected to help deal with today’s workplace challenges.
  Citation: Strategic HR Review
  PubDate: 2021-02-10
  DOI: 10.1108/SHR-11-2020-0093
  Issue No: Vol. 19, No. 6 (2021)
5 key ways freelancers help companies stay nimble
- Authors: Michael Solomon, Rishon Blumberg
  Abstract: Why building out a fleet of freelance talent could be the reason some companies survive to see 2021, while their competitors do not.
  Authors drew upon their experience as cofounders of 10x Management and their experience in the talent management field. If you are not so sure if freelance talent could be game changing for your company, consider that experimentation is a key element of staying nimble. Companies tend to layoff staff, pause raises and scale back the office lease as initial reactions to reduce costs and stay lean. But the ones that do it the best go the extra mile. It is not just about cutting costs – rather, it is about doubling down on new (and old) ways to achieve peak performance in the face of uncertainty. Using freelancers can do just that. There are five number of ways in which freelance workers benefit a company, including speed, adaptability, cost, low commitment and remote expertise. The findings will help companies stay nimble in the midst of crises such as the current pandemic.
  Citation: Strategic HR Review
  PubDate: 2021-02-08
  DOI: 10.1108/SHR-10-2020-0087
  Issue No: Vol. 19, No. 6 (2021)
Monitoring remote employees: implications for HR
- Authors: Debora Jeske
  Abstract: More and more organizations have resorted to the employment of monitoring software to keep track of employees’ everyday performance and task completion. The current paper aims to outline the capabilities, pros and cons of monitoring for employees. Several recommendations for Human Resources (HR) professionals are outlined to inform best practice. This paper summarizes recent literature and trends on electronic monitoring aimed at remote workers, focusing specifically on trends observed in the UK and the USA. The number of pros and cons, as well as the resulting recommendations for HR professionals, outline how technology may aid – but also undermine – performance. The summary of capabilities, pros and cons represents a snapshot of current monitoring practices. The recommendations will give readers an overview of all the aspects and factors that ought to be considered when monitoring software and related tools are selected.
  Citation: Strategic HR Review
  PubDate: 2021-02-04
  DOI: 10.1108/SHR-10-2020-0089
  Issue No: Vol. 19, No. 6 (2021)
Leading an effective change strategy
- Authors: Rachael Sansom
  Abstract: This paper aims to advise leaders on how to manage an effective change strategy through times of crisis and uncertainty. Gathered from past experience managing change through a business. Fresh and effective change requires solid infrastructure, a well-thought-out plan and the ability to adapt, strategise and innovate on a near day-to-day basis. This is a unique perspective from a huge organisational change.
  Citation: Strategic HR Review
  PubDate: 2021-02-03
  DOI: 10.1108/SHR-07-2020-0066
  Issue No: Vol. 19, No. 6 (2021)
Ethical behavior is the antidote to toxic culture
- Authors: Neta Meidav
  Abstract: In this paper, the author sought to explain why ethical behavior is the antidote to toxic workplace culture at a time where employees are forced to take their complaints through external channels when internal procedures fall short. The author draws upon recent discussions around employer responsibilities in the wake of #MeToo and the Black Lives Matter movements, using relevant case studies to outline where employers have failed to offer adequate protection for their employees. The author found that by promoting a healthy speak-up culture within the workplace, employees are more likely to feel that their concerns are heard, and the issues can be dealt with internally, to the benefit of both individuals and their organizations. HR departments will be able to access the merits of shifting workplace culture to a more transparent model that bridges the trust gap between employees and their organizations.
  Citation: Strategic HR Review
  PubDate: 2021-02-03
  DOI: 10.1108/SHR-10-2020-0088
  Issue No: Vol. 19, No. 6 (2021)
How HR needs to change to get to the big table
- Authors: Sanjay Verma
  Abstract: This paper provides an overview of the challenges that HR departments and TA practitioners are facing and provide actionable takeaways to address these issues and improve company practices. The insights provided in this paper come from the author's 30 years of experience in the industry and references from companies in the USA and India that have met with the author to shared their issues when recruiting quality candidates. HR is bound to move from a tactical and complacent role to a high impact position. The HR and TA teams that have a deep understanding of complex people’s behavior and aspirations will get to the pilot seat in the industry, and their development will be nothing short of smooth. This piece compiles 30 years of talent management insights collected from some of the biggest companies in India to give a cohesive idea of the aspects that need changed to ensure the quality of recruitment and satisfaction of employees.
  Citation: Strategic HR Review
  PubDate: 2021-01-07
  DOI: 10.1108/SHR-08-2020-0072
  Issue No: Vol. 19, No. 6 (2021)
Editorial
- Editorial
  Javier Bajer
  Strategic HR Review, Vol. 19, No. 6, pp.249-249Strategic HR Review2020-12-22
  DOI: 10.1108/SHR-12-2020-0097
  Issue No: Vol. 19, No. 6 (2020)
Disrupt yourself: how to avoid complacency, build productivity and keep
talent engaged
- Disrupt yourself: how to avoid complacency, build productivity and keep talent engaged
  James Lowery
  Strategic HR Review, Vol. 19, No. 6, pp.291-292Strategic HR Review2020-12-22
  DOI: 10.1108/SHR-07-2018-0058
  Issue No: Vol. 19, No. 6 (2020)
Maintaining the fight for equality through and beyond COVID-19: a focus on
the build back better report and ambidextrous leadership
- Authors: Simon M. Smith, Steve Butler
  Abstract: The purpose of this paper is to explore the Diversity Project’s Build Back Better report, which considers leadership practice while maintaining the fight for equality through and beyond COVID-19, through the lens of ambidextrous leadership. The authors succinctly present findings from the Build Back Better report that explores an industry response of investment and savings practitioners to managing diversity and inclusion through and beyond COVID-19. Ambidextrous leadership is applied to the discussion to offer greater theoretical discussion and practical consideration for HR leaders and their strategic approaches to the subject at hand. The Build Back Better report offers numerous recommendations for leadership practice within these unprecedented times. An ambidextrous leadership approach can assist in supporting many of the recommendations, as they are complex and potentially paradoxical. The Build Back Better report offers a practitioner’s immediate response to supporting business leaders shape their strategies as national lockdown periods ease while also ensuring the fight for equality is not lost within the COVID-19 crisis.
  Citation: Strategic HR Review
  PubDate: 2020-11-19
  DOI: 10.1108/SHR-08-2020-0075
  Issue No: Vol. 19, No. 6 (2020)
HR’s ever-emerging contribution
- Authors: Dave Ulrich
  Abstract: This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus. Second, HR insights about individual competence (talent), leadership and organization capabilities (culture). Third, creating more effective HR departments and upgrading HR professionals. The author, Dave Ulrich, has worked extensively on HR theory, research and practice. This paper synthesizes and extends his (and others’) thinking about HR’s evolving contributions. HR is not about HR, but about helping an organization succeed in the marketplace through talent, leadership and organization. HR departments can be assessed and improved based on nine dimensions and HR professionals can recognize and master competencies that help them deliver value. Reading should come away recognize where HR can continue to contribute to individual and organizational success through thinking outside in, delivering HR agenda (talent, leadership and organization), and improving the HR department and upgrading HR professionals.
  Citation: Strategic HR Review
  PubDate: 2020-11-16
  DOI: 10.1108/SHR-08-2020-0071
  Issue No: Vol. 19, No. 6 (2020)
HR at the top table
- Authors: Andrew Mayo
  Abstract: The purpose of this paper is to examine the aspiration of Human Resources (HR) professionals to “be at the top table”; what that means; and how such professionals can become highly valued members of business teams. The paper discusses what is meant by “top table” and the ambitions of HR professionals to be there. It looks at the prevalence of HR in top teams; how professionals are prepared for senior roles; and it provides a model for effective top team membership. The paper discusses the statistics of HR directors in top teams and concludes it should be no surprise that HR is not frequently represented on main boards. It makes the case nevertheless for HR to be on executive teams and finds about two-thirds of major companies recognise this. This paper describes a model of three key functional roles for the top team member and analyses the contributions that can be made. The practical applications relate to the development of HR professionals and to the expectations that team leaders – such as Chief Executive Officers – should have from the HR team member. This paper is based mostly on the writing, models and experience of the author but draws on relevant research papers.
  Citation: Strategic HR Review
  PubDate: 2020-11-13
  DOI: 10.1108/SHR-08-2020-0074
  Issue No: Vol. 19, No. 6 (2020)
Evolving face of workplace learning and development: a case of an Indian
HR consulting firm
- Authors: Mohammad Faraz Naim
  Abstract: The purpose of this paper is to illustrate existing learning and development (L&D) practices of an Indian HR consulting firm. Structured interviews were conducted with 24 delivery managers to collect primary data and then content was analysed to develop the case study. Mentoring, cross-training, knowledge sharing, job rotation, eLearning and social media–enabled learning tools are instrumental in executing L&D strategy of the case company. The author recognises the scope of this study is limited to the HR consulting sector in India, and it lacks empirical investigation. Organisations must implement a holistic L&D strategy. It is one of the first studies to explore L&D practices in the context of Indian HR consulting sector.
  Citation: Strategic HR Review
  PubDate: 2020-11-13
  DOI: 10.1108/SHR-08-2020-0073
  Issue No: Vol. 19, No. 6 (2020)
A framework for integrating strategic HR and knowledge management for
innovation performance
- Authors: Karishma Trivedi, Kailash Bihari Lal Srivastava
  Abstract: Organizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations. Drawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation. Complementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance. This paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies. Managements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations. The paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.
  Citation: Strategic HR Review
  PubDate: 2020-11-13
  DOI: 10.1108/SHR-08-2020-0076
  Issue No: Vol. 19, No. 6 (2020)
Talent management after an acquisition: a case study of Roche and
Genentech
- Authors: Mathilde Béraud, Carole Drajac, Mark Thomas
  Abstract: As the pharmaceutical industry faces a more changing environment, talent management appears to be a key differentiating element. Key talent retention strategies must be assessed during the mergers and acquisitions negotiations and implemented during post-acquisition integration. The purpose of this paper is to show how this can be done. The paper adopts a single-case approach to show how talent can be managed during the post-acquisition phase after a takeover. Focussing on the acquisition of Genentech by Roche in 2009, it demonstrates how the Swiss pharmaceutical giant overcame a difficult initial start to the acquisition by adopting a nuanced talent management strategy. The findings from this paper demonstrate best practice management and retention strategies needed to retain key talent. A decade after the acquisition, the Roche–Genentech tie-up is cited as one of the most successful in the life sciences industry. Roche’s talent management strategy has gained particular applause with Genentech consistently being named one of the best places to work (Wharton Work/Life, 2016). Investors are equally content. Sales of Genentech’s main products have tripled to $21bn since the acquisition. This paper offers a concise and clear outline of the HR strategies used by Roche to ensure the successful integration of Genentech. During the takeover, talent management issues had the potential to be particularly acute given the highly independent DNA of Genentech’s organisation structure. As the pharmaceutical industry faces a more changing environment, efficient talent management appears to be a key differentiating element.
  Citation: Strategic HR Review
  PubDate: 2020-11-13
  DOI: 10.1108/SHR-09-2020-0082
  Issue No: Vol. 19, No. 6 (2020)
How HR managers of incubators can be more effective: consider the
relationships among entrepreneurs
- Authors: Subrata Chakrabarty
  Abstract: The purpose of this paper is to explain how human resource (HR) managers of incubators can be more effective by applying Relationship focused theory, wherein the HR managers consider the forms of relationships among entrepreneurs. For helping create successful startups, HR managers of incubators can analyze and govern the practice of entrepreneurial action using a relationship-focused (rather than an individual-focused) approach. A fourfold typology of relationships is used to explain the utility of relationships for practicing entrepreneurial work in an incubator. HR managers of incubators should consider the forms of relationships among the entrepreneurs that they oversee within incubators. Social and task antecedents determine the ideal relationship between budding entrepreneurs, and incubator climate restrains the link between relationships and entrepreneurial outcomes. Relationship-focused theory is used to explain the manner in which entrepreneurial action can be organized among budding entrepreneurs within incubators. The focus stays on the ‘relationship’ between budding entrepreneurs housed within incubators.
  Citation: Strategic HR Review
  PubDate: 2020-11-11
  DOI: 10.1108/SHR-07-2020-0069
  Issue No: Vol. 19, No. 6 (2020)
Enlisting human resources to mitigate information security risks
- Authors: Kamphol Wipawayangkool, Juliana Lilly
  Abstract: The purpose of this paper is to suggest ways to integrate human resources (HR) and information security management (ISM) within a firm to help reduce expensive and embarrassing failures in information security breaches. This paper is written for the practitioners. It includes a general review of literature in information technology and HR to help explain ways to decrease the chance of ISM failures. Employees often become careless about information security in the workplace, and the threat to corporate information systems is serious. Although security training is essential, a more comprehensive approach to addressing the security issue is needed. As human factors account for most security breaches, including HR personnel as a partner with IT may help address some of the weaknesses that training alone cannot resolve. This paper discusses the human factors that cause information technology breaches and how combining HR practices and ISM may generate a competitive advantage for the organization. This paper then offers practical suggestions that HR may use to help with ISM issues.
  Citation: Strategic HR Review
  PubDate: 2020-10-28
  DOI: 10.1108/SHR-09-2020-0080
  Issue No: Vol. 19, No. 6 (2020)
Mitigating workplace adversity through employee resilience
- Authors: Stephanie Douglas
  Abstract: This paper aims to present the how resilience can mitigate workplace adversity and human resource practices (HRPs) to build capacity for resilience in employees. A review of the literature was conducted for employee resilience. Resilience can mitigate the negative effects of occupational and workplace adversity on employees. HRPs through job design, training and development and social support were found to foster capacity for resilience in employees and support organizational performance. Organizations can use the findings to build organizational and human resource (HR) strategies to develop employee resilience. The value of the paper is in presenting how employee resilience can lessen negative effects from workplace adversity and provide HR strategies to build resilience.
  Citation: Strategic HR Review
  PubDate: 2020-08-12
  DOI: 10.1108/SHR-06-2020-0063
  Issue No: Vol. 19, No. 6 (2020)
Transforming human resources management in the age of Industry 4.0: a
matter of survival for HR professionals
- Authors: Placide Poba-Nzaou, Malatsi Galani, Anicet Tchibozo
  Abstract: This study aims to contribute to the old debate about the need for transformation of human resource (HR) professionals and HR services. It proposes the advent of people analytics as an unprecedented opportunity to support this transformation toward a more strategic positioning. This paper carried out a review of the use or willingness to use analytics by HR professionals. Although HR professionals have been able to transform themselves over the years from a posture largely dominated by the administrative role, to one that includes compliance, the transformation remains insufficient considering the challenges faced by organizations. The advent of the fourth industrial revolution has put people back at the center of organizations’ concerns, but HR seems to be neither equipped nor ready to seize this unprecedented opportunity to play a more strategic role. Transforming human resource management to fit Industry 4.0 is not a necessity, but a matter of survival for HR professionals.
  Citation: Strategic HR Review
  PubDate: 2020-08-03
  DOI: 10.1108/SHR-06-2020-0055
  Issue No: Vol. 19, No. 6 (2020)
People analytics research and practice: a review of international
conferences
- Authors: Aizhan Tursunbayeva
  Abstract: This paper aims to analyze 54 People Analytics (PA) conferences with a view to mapping the discussions around PA, industries/sectors that currently lead in PA practices and PA opinion makers. A scoping approach was adopted to examine the emerging topic of PA. This is one of the first methodological attempts to analyze a number of business/management conferences together. The findings illustrate a broad geography of existing PA knowledge hubs and the relative PA maturity of organizations from some sectors. Within organizations, discussion on PA takes place at the top levels. The results also indicate a growing interest in and readiness to embrace PA on the part of the professional community and enthusiasm among some management academics about making PA the center of the HR profession. The findings reveal the most frequently discussed conference topics, and those that are currently overlooked in extant published work, guaranteeing future research and practice. To the best of the author’s knowledge, this is the first methodological attempt to analyze numerous PA-related business/management conferences together.
  Citation: Strategic HR Review
  PubDate: 2020-07-20
  DOI: 10.1108/SHR-06-2020-0053
  Issue No: Vol. 19, No. 6 (2020)
Strategic HR Review