Harvard Business Review

JULY 31, 2014

Have you ever noticed how ambivalent line managers are about the Human Resources function? The bottom line, as Ram Charan argued in his recent HBR article , is that many line managers are disappointed in their HR people. Human resources' In some cases, an HR person specializes in just one of these roles (e.g.

Human Capital 12

Human Capital Management Charan Human Resources 12

Harvard Business Review

JULY 30, 2014

Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance). Charan’s latest column actually affirms the value of HR to sustained competitiveness. The bottom 20% won’t take help.

Charan 9

Charan Human Resources Leadership Pipeline Decentralization 9

Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.

CFO 11

CFO Charan Intangible Assets Human Resources 11