by John W. Boudreau, Peter M. Ramstad
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Product Description
Beyond HR is the pivot point that illuminates the connection between business and HR strategy in a highly transparent, compelling, and pragmatic way. Boudreau and Ramstad make the case very effectively that talentship is indeed a decision science.
Ian Ziskin, Corporate Vice President, Chief Human Resources and Administrative Officer, Northrop Grumman Corporation
Boudreau and Ramstad present a paradigm shift and a new leadership engine for today s and tomorrow s HR and business leaders. Like Ulrich s HR champions, their sustained research and practical testing has more firmly embedded HR management within top-tier organizational leadership. This major contribution to leadership practice will tangibly improve firms competitive position. Boards should hold chief executives and HR officers accountable to understand and practice the lessons from Beyond HR.
John D. Hofmeister, President and US Country Chair, Shell Oil Company
Put away the organizational tarot cards! In Beyond HR, Boudreau and Ramstad effectively show that it is imperative for the HR profession to move from historically instinctive decision making to the analytical discipline that has existed with our functional colleagues for years. Our organizations futures and our senior leaders expectations urgently require that we all make this shift quickly.
David A. Pace, Executive Vice President, Partner Resources, Starbucks
Business leaders too often have vague or inconsistent ideas about where talent creates competitive advantage, so talent decisions provide situational rather than strategic solutions. Beyond HR creates a much-needed framework to connect strategic imperatives to talent strategy. The framework helps the entire executive committee to clarify both a must-read for all CEOs and chief HR officers.
John S. Bronson, former Executive Vice President HR, Pepsi Cola Worldwide, and Senior Vice President HR, Williams-Sonoma, Inc.
Beyond HR is more than evolutionary it is revolutionary thinking. Boudreau and Ramstad present an entirely new perspective on talent-related decisions in organizations. It is a manifesto with a road map, a decision-science framework for enhancing the quality and rigor of decisions about human capital. Embrace it now, because once your competitors do, you will have to follow if you want to compete and win with talent.
Wayne F. Cascio, PhD, US Bank Term Professor of Management, The Business School, University of Colorado-Denver and Health Sciences Center
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Average Customer Review:
5 of 6 people found the following review helpful:
 How to transform HR into a strategic weapon, 2007-12-05
John W. Boudreau and Peter M. Ramstad say that companies need to transform their human resource (HR) function into a strategic resource, and compete for talent using HR as a "decision science." The tactical skill they call "talentship" is a management approach that enables firms to understand the strategic nature of their employee base and to build value through the way they handle people. Using their human capital decision-making framework ("HC BRidge") and examples from companies as diverse as Disney, McDonalds, Boeing and Williams-Sonoma, they explain that leaders inside and outside of HR must be aware of their competitive talent "pivot points." Though on the dry side, this targeted book will give you a more energetic vision of what HR can become. We recommend it to HR professionals who want a practical, actionable framework for implementing talent-oriented ideas.
11 of 12 people found the following review helpful:
Why the talents of your employees matter more than you probably realize, 2007-11-02
The authors some great points about the importance of talent to a company's success. They are also correct that most companies haven't a clue about the talents their employees possess, how to tap into it, how to develop it, or how to organize it. They probably don't know what the choke points are for talent and which critical skills the company needs to compete and grow, particularly if the talent is not one of the high profile `skilled' positions in the company.
So, I think this is a pretty useful book. However, I hate the word they coined to talk about this skill, `talentship', and I sincerely doubt that the political nature of management within a company will accommodate an increase in power for HR along the lines envisioned within this book. I am also doubtful that `talentship' will become a strategic discipline within a company like finance or marketing. However, I could be wrong.
I do agree with the authors that wise managers will want to use the talents of their employees more effectively than they now do.
Reviewed by Craig Matteson, Ann Arbor, MI
5 of 5 people found the following review helpful:
 Breakthrough framework to manage talent, not just perform HR functions, 2007-10-29
Applies business discipline to traditional HR functions in innovative ways, following a framework that lets you focus on managing pivotal talent in your organization. How to work through the logic layer and analyze your organization's business strategy to gain talent insights, before ever looking at a metric. If you think attrition metrics are valuable, your eyes will be opened to the vast possibilities you're not yet seeing. Beyond HR is the inevitable future, the question is whether you'll be leading, following, or left behind.
6 of 6 people found the following review helpful:
Must read, 2007-10-23
This book will change your thinking about managing "human resources." It's a must read for anyone making decisions that involve or impact people in an organization. The framework provides a very practical and usable tool to guide organizational decisions aimed at creating value through people, and the real world examples bring the framework to life. Again, anyone faced with managing human capital -- HRM professionals, organizational leaders, line managers, and consultants -- would benefit from reading this book.
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