Top 20 Institutions

first_img Previous Article Next Article Related posts:No related photos. Comments are closed. Top 20 InstitutionsOn 13 Feb 2001 in Personnel Today Which institutions have had themost impact over the past 20 years on shaping the HR profession as we know ittoday? Alison Thomas gives a countdown1. The InternetProfile:  The Internet has taken the workplace by stormat a speed which leaves many gasping for breath. It is helping to drive themove towards outsourcing and opens up channels of communication undreamt of afew years ago. Employees can manage their own development plans, managers candisseminate information and obtain rapid feedback on issues of the day.E-learning brings training to the desktop and video conferencing allows peopleto network with colleagues around the globe. From recruitment to pensions itimpacts on the entire employee life cycle and relieves managers ofadministrative tasks. What better opportunity for HR to redefine its role andmove into the boardroom?Where? Cyberspace2.Harvard Business SchoolProfile:  No top 20 would be complete without Harvard,which has turned out more business leaders than any other business school inthe world. Despite its formidable reputation in the area of strategy – who hasnot heard of Michael Porter? – it does not have as distinctive a voice in humanresource management as US rivals Wharton or Cornell. On the other hand, HarvardBusiness Review is the ultimate business publication and has featured countlessground-breaking articles by the world’s most distinguished scholars.Alumni: No fewer than 60,000business executives in more than 130 countries. Many head up leadingorganisations such as Levi Strauss and Intuit or have founded start-upcompanies.Where? US: Boston,Massachusetts SocietyProfile:   The Industrial Society has been driven forthe past 80 years by one consistent goal – to create a better workplace. Itwent into decline during the market-driven 1980s and although the 1990s saw itconsolidate its role as a serious training body it is only now regaining itsstatus as an influential campaigner. Over the past year it has re-inventeditself with Will Hutton at the helm. It has created two new domains – Policyand Futures – and revamped its Practice domain, aiming to raise its nationalprofile, responding more quickly to change and challenging policy-makers.Where? UK:Birmingham, London, Glasgow, Belfast Union CongressProfile: Few bodies haveexperienced such a dramatic change in fortunes over the past 30 years as thetrade unions, from their dominance in the 1970s to their spell in thewilderness under the Thatcher administration. With the introduction of newlegislation they are back on the scene but the climate is very different. JohnMonks’ call to his members to abandon the cloth cap image heralds a new era ofpartnership and cooperation, aided and abetted by the Amalgamated Engineeringand Electrical Union (AEEU) and others.Where? UK: London of Trade and IndustryProfile:  Every government has an impact on HR andthis one is no exception. The barrage of legislation emanating from the DTI hasbeen so overwhelming that the CBI has urged the Government to call a halt toall new legislation unless there is a strong business case. On a more positivenote, it instigated the Partnership with People initiative to study the impactof forging closer relationships between staff and senior management. Anotherwelcome move is the new code of practice on consultation, although time willtell if the Government adheres to its own recommendations, particularlyregarding timing.Where? UK: London for Human Resource ManagementProfile: For its sheer size andglobal coverage, the SHRM is the most influential HR professional body in theworld. Proclaiming itself to be “the voice of the profession”, it isnot afraid of challenging the US government through the courts if necessary.Recent research projects include a joint study with the American Society for Trainingand Development, which highlights the importance of training and development inattracting and retaining talent. In a separate study, the ASTD has establisheda direct link between training and total stockholder return.Where? US:Alexandria, Virginia UnionProfile:  The EU has certainly made its mark on theemployer-employee relationship, focusing on major issues such as working time,fundamental human rights, parental leave and equal pay. The Human Rights Actcame into force in October and new anti-discrimination legislation is on itsway. The Government’s success at the Nice summit in holding out against makingthe Charter of Fundamental Rights legally binding was welcomed by the CBI. TheIndustrial Society, on the other hand, would have preferred an extension tolegislation on employee consultation, which it believes to have proven businessbenefits.Where? Various inEurope Business SchoolProfile:  London Business School first rose to famewith the arrival of Charles Handy in 1967. Now it is Lynda Gratton who isputting it on the HR map. Her latest book, Living Strategy, has attractedextensive publicity, giving long-overdue exposure to the link between peoplemanagement and business performance. Other academics doing important work inthis field include David Guest of King’s College London and John Purcell ofBath University. Warwick too has contributed a stream of research, although ithas lost its way a little recently.Alumni: The vast network of16,000 includes key players such as Sir Iain Vallance, chairman of BritishTelecom and Tony Wheeler, founder of Lonely Planet.Where? UK: London Institute of Personnel & DevelopmentProfile:  By its own definition the CIPD is theleading professional body for those involved in the management and developmentof people. It hosts the largest HR conference in Europe and its newly acquiredchartered status has given the profession a much-needed boost. But itsinsistence on narrow, specialist qualifications is the subject of controversy,as is its neglect of its training and development members. It has also beencriticised for failing to exert political pressure. If people are the onlysource of competitive advantage, as the institute proclaims, should the”leading professional body” not be making its voice heard?Where? UK: London of British IndustryProfile:  As the recognised voice of business, the CBIhad the ear of the last Conservative government and continues to make itselffelt under a Labour administration. It has had a busy year lobbying on a range ofissues such as trade union recognition, employment tribunal reform, red tape,the minimum wage, key skills and part-time work. Among employers’ associations,the Engineering Employers Federation stands out for its contribution to thedevelopment of government policy as well as its work in education and training.Where? UK: HQLondon. Offices across UK and Brussels of Michigan Business SchoolProfile:  Michigan gained a reputation for innovationin the late 1980s and early 1990s. Respected thinkers include Noel M Tichy forhis work on organisational development and executive leadership and CKPrahalad, famous for the ground-breaking Competing for the Future co-authoredwith fellow strategist Gary Hamel. More significantly, Michigan is also home toHR’s favourite guru, David Ulrich, who believes that HR creates value and citesnumerous examples of best practice to prove it.Where? US: AnnArbor, Michigan School of ManagementProfile: Cranfield earns itsplace for the quality of its postgraduate teaching and specialised research inthe fields of organisational development, HR management and industrialrelations. The Human Resource Research Centre is at the forefront of the debateon how HR management contributes to successful business performance, while onthe international front the work of David Brewster carries considerable weight.Alumni: Kim Parish, personneldirector, Scottish & Newcastle Retail; Andrea Dunstan, HR director,Barclays Bank; Graham Abbey, HR manager, McColl.Where? UK: Bedford  Rated the number one MBA provider in Europeby Business Week, Insead’s strength lies in its international dimension –especially relevant today as HR professionals grapple with the multiculturalimplications of global business. It is also strong in the field oforganisational behaviour, particularly through the work of Paul Evans, one ofthe world’s foremost authorities on international human resources management.Alumni: The international focuscontinues after graduation and the web of alumni stretches from one side of theglobe to the other. Alumni spend on average 30-65 per cent of their careersabroad.Where? France:Fontainbleau; Singapore Park Management InstituteProfile:  Roffey Park is synonymous with strategic HR.It permeates all the school’s research topics such as work-life balance,careers and flatter structures, and the human implications of mergers andacquisitions. It is also the focus of Linda Holbeche’s second book, Aligning HRand Business Strategy. The school’s aim is to study issues and come up withpractical solutions. Its annual Management Agenda also provides meaningfulinsights into the work and well-being of managers.Alumni: Mary Donnelly, HRdirector, BT Cellnet (previous CIPD personnel manager of the year); Alex Grant,managing director, Roche Diagnostics; Charles Horton, operations director,Connex; Ian Watkins, vice-president HR worldwide, Bausch & Lomb; DeepakRzdan, technical director, Adtranz; Andrea Chivers, vice-president HR, Citibank.Where? UK: StLeonard’s Forest Perrin Profile:  A giant in HR, Towers Perrin’s client rosterincludes about 700 of the Fortune 1,000 companies. Its core belief is thatpeople create results for business and one of its specialist areas is benefitsand rewards. It works from the premise that when compensation programmes arelinked to business strategy and performance goals, they are a critical enablerin competitive advantage. Another major player in this field is Hewitt, whichforesees rapid growth in the outsourcing of benefits administration to create acompetitive edge in attracting and retaining talent.Where? US: HQ NewYork, Offices around the world  Exult provides integrated, web-enabledservices designed to manage the entire HR function. A pioneer in the field, ithas lofty ambitions to cater for all the Global 500 corporations. Its AdvisoryCouncil comprises top people such as Lynda Gratton, David Ulrich and NickStarritt of BP Amoco. Newcomer on the block is e-peopleserve, a joint ventureby BT and Accenture. Both outfits claim to offer firms huge reductions in costscoupled with significant added value. It looks as if outsourcing is here tostay.Where? US: Irvine,California for Research in Employment and Technology in EuropeProfile:  Independent consultancy Create specialisesin research on the future of work, organisation and society. Less prolific thanthe Institute for Employment Studies, it is more innovative and more adept atanticipating trends. In the early 1980s it identified globalisation and IT askey emerging issues, since when it has conducted research on knowledge workers,culture change, leadership and flexibility, both physical and psychological.Its latest study, Tomorrow’s Organisation, focuses on the new mindsets requiredto fulfill customer expectations and sustain competitive advantage.Where? UK:Tunbridge Wells Instituteof DirectorsProfile: As the representativebody of about 48,000 directors, the IoD fights the employers’ corner in areassuch as industrial relations and the Social Chapter. It draws up policy inconsultation with its members, which is bad news for HR, as its own researchhas shown that most directors have a simplistic approach to employer-employeerelationships. To its credit it is trying to do something about this and in1998 brought out a guide offering practical advice. More recently, it has shownits commitment to educational issues by putting pressure on the Government toimprove the system of apprenticeships.Where? UK: HQLondon, with offices across the country Motorola UniversityProfile:  Motorola was one of the first corporateuniversities and their number continues to grow. The organisation sees it as”a catalyst for change” and every employee receives at least 40 hoursof training each year. Very impressive, but does it make a difference? Motorolabelieves that it does, to the tune of US$33 for every US$1 invested. Corporateuniversities cannot replicate the depth and breadth of a traditional universityeducation, nor do they try to. What they can do is provide employees withpractical business knowledge and management competence designed to support thecompany’s business objectives.Where? Variousaround the world EvershedsProfile: As the avalanche ofemployment legislation piles up, the case load of employee claims grows withit. This puts law firms right in the thick of things and one of the largestplayers in the field is Eversheds. It is also the most highly regarded law firmamong HR professionals, according to a survey conducted for Personnel Today andEmployers’ Law. The unions take a different view. When Eversheds ran a “TURoadshow” last summer advising companies on US-style strategies forpreserving a union-free workplace, the TUC was not amused.Where? UK, Europeand the Far East

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