Wayne Brockbank and Dave Ulrich, “Avoiding SPOTS: Creating Strategic Unity,” in Handbook of Business Strategy, ed. Harold E. Glass (Boston: Warren, Gorham & Lamont, 1991).

One must keep in mind that in the oil field service business, the relationship between the vendor and the field customers is unusually close. Representatives can literally spend months together on drilling rigs and platforms in remote locations. However, boom and bust cycles in the oil business occur with great frequency. Thus the possibility of losing touch with current reality is very real.

See, for example, Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn, “The Employee-Customer-Profit Chain at Sears,” Harvard Business Review 76, no. 1 (1998): 82.

Brent Schlender, “Intel’s $10 Billion Gamble,” Fortune, November 11, 2002, 90.

Howard Rheingold, Smart Mob: The Next Social Revolution (Cambridge, MA: Perseus Books Group, 2002).

Ibid., 58.

Ibid., viii.

Robert D. Hof, “The eBay Economy,” BusinessWeek, August 25, 2003, 124.

Gary Hufbauer, “World Economic Integration: The Long View,” Economic Insights, (May/June)(1991):26.

Lynn A. Karoly and Constantijn W. A. Panis, The 21st Century at Work: Forces Shaping the Future Workforce and Workplace in the United States (Santa Monica, CA: The RAND Corporation, 2004).

Ibid., 113.

“America’s Fortunes,” Atlantic Monthly, January/February 2004, 110; see p. 102.

Nelson D. Schwartz, “Will ‘Made in the USA’ Fade Away?” Fortune, November 24, 2003, 98.

Anna Bernasek, “The $44 Trillion Abyss,” Fortune, November 24, 2003, 113.

, Karoly and Panis, The 21st Century at Work, 13.

Betty W. Su, “The U.S. Economy to 2010,” Monthly Labor Review 124, no. 11 (2001): 3.

Karoly and Panis, The 21st Century at Work, 142.

Kathleen Newland, “Workers of the World, Now What?” Foreign Policy 114 (Spring 1999), 52.

World Bank, Global Economic Prospects and the Developing Countries 2002 (Washington, DC: World Bank, 2001), 45.

Mitra Toossi, “A Century of Change: The U.S. Labor Force, 1950–2050,” Monthly Labor Review 125, no. 5 (2002): 15.

Constantijn Panis, Michael Hurd, David Loughran, Julie Zissimopoulos, Steven Haider, and Patricia St. Clair, “The Effects of Changing Social Security Administration’s Early Entitlement Age and the Normal Retirement Age,” DRU-2903-SSA (Santa Monica, CA: The RAND Corporation, June 2002).

Kenneth Manton, Larry Corder, and Eric Stallard, “Chronic Disability Trends in the Elderly United States Populations: 1982–1994,” Proceedings of the National Academy of Sciences of the United States of America 94, no. 6 (1997): 2593.

Howard N. Fullerton Jr. and Mitra Toossi, “Labor Force Projections to 2010: Steady Growth and Changing Composition,” Monthly Labor Review 124, no. 11 (2001): 21.

Bureau of Labor Statistics, Series Report ID: Lnu02300190 (Washington, DC: U.S. Department of Labor, 2003).

Rochelle Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20, 2000, 74–81.

“Household data seasonally adjusted quarterly averages.” Employment and Earnings. January 2004. 51:1, 172.

Linda Babcock and Sara Laschever, Women Don’t Ask: Negotiation and the Gender Divide (Princeton, NJ: Princeton University Press, 2003).

Andrew Sum, Neeta Fogg, and Paul Harrington, “The Growing Gender Gaps in College Enrollment and Degree Attainment in the U.S. and Their Potential Economic and Social Consequences” (Washington, DC: Business Roundtable, May 2003).

Christina Hoff Sommers, “The War Against Boys,” Atlantic Monthly, May 2000: 59.

Karoly and Panis, The 21st Century at Work.

Brian Grow, “Hispanic Nation,” BusinessWeek, March 15, 2004, 58.

Tavia Simmons and Martin O’Connell, “Married-Couple and Unmarried Partner Households: 2000” (Washington, DC: U.S. Census Bureau, February 2003).

Elizabeth Warren and Amelia Warren Tyagi, The Two-Income Trap: Why Middle-Class Mothers and Fathers Are Going Broke (New York: Basic Books, 2003).

John C. McCarthy, “3.3 Million U.S. Services Jobs to Go Offshore,” November 11, 2002, Forrester Research, http://www.forrester.com/ER/Research/Brief/Excerpt/0,1317,15900,FF.html.

National Institute for Literacy, “Literacy in the United States,” August 2003, http://www.policyalmanac.org/education/archive/literacy.shtml.

Eric A. Hanushek, “The Long-Run Importance of School Quality,” working paper 9071, National Bureau of Economic Research, Cambridge, MA, July 2002.

Jagdish N. Bhagwati, “Borders Beyond Control,” Foreign Affairs 82, no. 1 (2003): 98.

Baruch Lev, Intangibles: Management, Measurement, and Reporting (Washington, DC: Brookings Institution Press, 2001); Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t: How to Build Value Through People and Organization (New York: Wiley, 2003).

This architecture is drawn from Ulrich and Smallwood, Why the Bottom Line Isn’t.

The focus on organization as capabilities has been prevalent since about 1990. See Dave Ulrich, “Organizational Capability: Competitive Advantage Through Human Resources,” in Handbook of Business Strategy 1989/1990 Yearbook, ed. Harold Glass (Boston: Warren, Gorham, & Lamont, 1990), 15.1; George Stalk, Philip Evans, and Lawrence E. Shulman, “Competing on Capabilities: The New Rules of Corporate Strategy,” Harvard Business Review 70, no. 2 (1992): 57; and Dave Ulrich and Norm Smallwood, “Capitalizing on Capabilities,” Harvard Business Review 82, no. 6 (2004): 119.

Mark A. Huselid, Brian E. Becker, and Richard W. Beatty, The Workforce Scorecard: Managing Human Capital to Execute Strategy (Boston: Harvard Business School Press, 2005).

Adapted from Ulrich and Smallwood, “Capitalizing on Capabilities,” 119.

Costs of attracting a new customer compared to keeping an old one vary by industry from 2:1 to 20:1. See John Goodman, “Basic Facts on Customer Complaint Behavior and the Impact of Service on the Bottom Line,” June 1999, http://www.tarp.com/research.asp .

Ibid.

Some of the best customer service research is reported by Leonard Berry, Discovering the Soul of Service: The Nine Drivers of Sustainable Business Success (New York: Free Press, 1999).

See work on learning in Arthur K. Yeung, David O. Ulrich, Stephen W. Nason, and Mary Ann Von Glinow, Organizational Learning Capability (New York: Oxford University Press, 1998).

See Peter Cappelli, “A Shifting Balance of Workers,” Wharton@Work:eBuzz, January 2002, http://execed.wharton.upenn.edu/ebuzz/0201/knowledge.html.

This work comes from Richard Pinola, chairman and CEO of Right Management, “Thriving in a Changing Environment,” http://www.amcham.hrcom.ru/files/122_RJP%20-%20Thriving%20in%20a%20Changing%20Environment%20part%202.ppt.

We summarize research on surveys from Theresa Welbourne. Her work comes from her experience as CEO of eePulse and has been published as “HR Metrics for HR Strategists,” HR.com, August 2004, http://www.eepulse.com/documents/pdfs/are-you-being-strategic-updated-hrcom.pdf.

See Jón Erlendsson, “The Toyota Suggestion System,” September 19, 2001, http://www.hi.is/~joner/eaps/ds_esug.htm.

For information on the use of town hall meetings at GE, see Dave Ulrich, Steve Kerr, and Ron Ashkenas, The GE Work-Out: How to Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking Organizational Problems (New York: McGraw-Hill, 2002).

Information on the Maricopa County ombudsman system is available online at http://www.maricopa.gov/human_resources/ombudsman.asp.

A few samples of HR practice lists: Gary Dessler, Human Resource Management, 9th ed. (New York: Prentice-Hall, 2002); Anne M. Bogardus, PHR/SPHR: Professional in Human Resources Certification Study Guide (New York: Sybex, 2003); Mark Effron, Robert Gandossy, and Marshall Goldsmith, eds., Human Resources in the 21st Century (New York: Wiley, 2003).

See Ed Michaels, Helen Handfield-Jones, and Beth Axelrod, The War for Talent (Boston: Harvard Business School Press, 2001); and Mike Johnson, Winning the People Wars: Talent and the Battle for Human Capital, 2nd ed. (London: Financial Times Prentice-Hall, 2001).

See Herbert G. Heneman III and Timothy A. Judge, Staffing Organizations, 4th ed. (New York: McGraw-Hill/Irwin, 2002); Thomas P. Bechet, Strategic Staffing: A Practical Toolkit for Workforce Planning (New York: AMACOM, 2002); and David Sears, Successful Talent Strategies: Achieving Superior Business Results Through Market-Focused Staffing (New York: AMACOM, 2003).

See Doris M. Sims, Creative New Employee Orientation Programs: Best Practices, Creative Ideas, and Activities for Energizing Your Orientation Program (New York: McGraw-Hill, 2001); and Jean Barbazette, Successful New Employee Orientation: Assess, Plan, Conduct, and Evaluate Your Program, 2nd ed. (San Francisco: Jossey-Bass/Pfeiffer, 2001).

See Dave Ulrich and Hope Greenfield, “The Transformation of Training and Development to Development and Learning,” American Journal of Management Development 1, no. 2 (1995): 11; Robert L. Craig, ed., The ASTD Training and Development Handbook: A Guide to Human Resource Development, 4th ed. (New York: McGraw-Hill, 1996); and Dugan Laird, Approaches to Training and Development, 3rd ed., revised and updated by Sharon S. Naquin and Elwood F. Holton (New York: Basic Books, 2003).

Donald L. Kirkpatrick lays out four levels of measuring training impact: reaction (whether people liked it), learning (what participants learned), behavior (how participants behaved differently afterward), and results (what participants accomplished as a result of the training). See his Evaluating Training Programs: The Four Levels , 2nd ed. (San Francisco: Berrett-Koehler, 1998). Work on training for impact comes from David van Adelsberg and Edward A. Trolley, Running Training Like a Business: Delivering Unmistakable Value (San Francisco: Berrett-Koehler, 1999); Jill Casner-Lotto, ed., Successful Training Strategies: Twenty-Six Innovative Corporate Models (San Francisco: Jossey-Bass, 1988); and Albert A. Vicere, ed., Executive Education: Process, Practice, and Evaluation (Princeton, NJ: Peterson’s Guides, 1989).

Michael M. Lombardo and Robert W. Eichinger, The Leadership Machine: Architecture to Develop Leaders for Any Future (Minneapolis, MN: Lominger, 2000).

Harry E. Chambers, Finding, Hiring, and Keeping Peak Performers: Every Manager’s Guide (New York: Perseus, 2001).

Rodger W. Griffeth and Peter W. Hom, Retaining Valued Employees (Thousand Oaks, CA: Sage, 2001).

The concepts on measures and rewards are drawn from Edward E. Lawler III, Strategic Pay: Aligning Organizational Strategies and Pay Systems (San Francisco: Jossey-Bass, 1990); and Steven Kerr, “Some Characteristics and Consequences of Organizational Rewards,” in Facilitating Work Effectiveness, eds. F. David Schoorman and Benjamin Schneider (Lexington, MA: Lexington Books, 1988). See also Geoffrey Colvin, “The Great CEO Pay Heist,” Fortune, June 25, 2001, 64; and Alfred Rappaport, ed., Harvard Business Review on Compensation (Boston: Harvard Business School Press, 2002).

Steven Kerr, ed., Ultimate Rewards: What Really Motivates People to Achieve (Boston: Harvard Business School Press, 1997).

This framework is discussed in detail in Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t: How to Build Value Through People and Organization (New York: Wiley, 2003).

See Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn, “The Employee-Customer-Profit Chain at Sears,” Harvard Business Review 76, no. 1 (1998): 82.

Bruce R. Ellig, The Complete Guide to Executive Compensation (New York: McGraw-Hill, 2001).

See Donna Deeprose, How to Recognize and Reward Employees (New York: AMACOM, 1994); and Bob Nelson, 1001 Ways to Reward Employees (New York: Workman, 1994).

Marshall Goldsmith, “Try Feedforward Instead of Feedback,” Leader to Leader, 2002 no. 25: 11.

Jay R. Galbraith, Designing Complex Organizations (Boston: Addison-Wesley, 1973).

Ron Ashkenas, Dave Ulrich, Todd Jick, and Steve Kerr, The Boundaryless Organization: Breaking the Chains of Organizational Structure, rev. ed. (San Francisco: Jossey-Bass, 2002).

Deborah Bowker, “The Public Relations Perspective on Branding,” in Brands and Branding, ed. Rita Clifton and John Simmons (Princeton, NJ: Bloomberg Press, 2004).

John Storck and Patricia A. Hill, “Knowledge Diffusion Through Strategic Communities,” Sloan Management Review 41, no. 2 (2000): 63.

Chun Wei Choo and Nick Bontis, eds., The Strategic Management of Intellectual Capital and Organizational Knowledge (New York: Oxford University Press, 2002).

Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel, Strategy Safari: A Guided Tour Through the Wilds of Strategic Management (New York: Free Press, 1998).

Wayne Brockbank and Dave Ulrich, Competencies for the New HR (Washington, DC: University of Michigan Business School, Society for Human Resource Management, and Global Consulting Alliance, 2003).

George S. Day, “Creating a Market-Driven Organization,” Sloan Management Review 41, no. 1 (1999): 11.

Ikujiro Nonaka and Hirotaka Takeuchi, The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York: Oxford University Press, 1995).

C. K. Prahalad and Venkat Ramaswamy, The Future of Competition: Co-Creating Unique Value with Customers (Boston: Harvard Business School Press, 2003).

Wayne Brockbank, Arthur Yeung, and Dave Ulrich, “Participation in Organizational Activities, Organizational Unity, Demography, and Performance Outcomes,” paper presented at the National Meetings of the Academy of Management, Anaheim, CA, August 1988.

James Brian Quinn, “Outsourcing Innovation: The New Engine of Growth,” Sloan Management Review 41, no. 4 (2000): 25.

Shaun Smith, “Brand Experience,” in Brands and Branding, The Economist Series, ed. Rita Clifton, John Simmons, and Sameena Ahmad (Princeton, NJ: Bloomberg Press, 2004).

Julie Foehrenbach and Steve Goldfarb, “Employee Communications in the 90’s: Greater Expectations,” white paper published by International Association of Business Communicators and Towers, Perrin, Foster and Crosby, April 1990.

T. J. Larkin and Sandar Larkin, Communicating Change: Winning Employee Support for New Business Goals (New York: McGraw-Hill, 1994).

Roger D’Aprix, Communicating for Change: Connecting the Workplace with the Marketplace (San Francisco: Jossey-Bass, 1996).

Larkin and Larkin, Communicating Change, 98.

Michael Beer and Russell A. Eisenstat, “The Silent Killers of Strategy Implementation and Learning,” Sloan Management Review 41, no. 4 (2000): 29.

Noel Tichy and Ram Charan, “The CEO as Coach: An interview with AlliedSignal’s Lawrence A. Bossidy,” Harvard Business Review 73, no. 2 (1995): 68.

Dave Ulrich, Steve Kerr, and Ron Ashkenas, The GE Work-Out: How to Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking Organizational Problems (New York: McGraw-Hill, 2002).

Dave Packard, interview by Wayne Brockbank, Washington, DC, March 1982.

Jay R. Galbraith, Designing Organizations: An Executive Guide to Strategy, Structure, and Process, 2nd ed. (San Francisco: Jossey-Bass, 2001).

William F. Joyce, “Matrix Organizations: A Social Experiment,” Academy of Management Journal 29, no. 3 (1986): 536.

C. K. Prahalad and Yves Doz, The Multinational Mission: Balancing Local Demands and Global Vision (New York: Free Press, 1987).

Henry Mintzberg, Structure in Fives : Designing Effective Organizations (Englewood Cliffs, NJ: Prentice-Hall, 1992).

Abraham Y. Nahm, Mark A. Vonderembse, and Xenophon A. Koufteros, “The Impact of Organizational Structure on Time-Based Manufacturing and Plant Performance,” Journal of Operations Management 21, no. 3 (2003): 281.

Frank Ostroff, The Horizontal Organization: What the Organization of the Future Actually Looks Like and How It Delivers Value to Customers (New York: Oxford University Press, 1999).

Franklin Becker and William Sims, Offices That Work: Balancing Cost, Flexibility, and Communication (New York: Cornell University International Workplace Studies Program, 2000); Quarterman Lee, Arild Eng Amundsen, William Nelson, and Herbert Tuttle, Facilities and Workplace Design: An Illustrated Guide, Engineers in Business Series (Norcross, GA: Engineering & Management Press, 1997).

Alexi Marmot and Joanna Eley, Office Space Planning: Designing for Tomorrow’s Workplace (New York: McGraw-Hill, 2000); Marily Zelinsky, The Inspired Workspace: Interior Designs for Creativity and Productivity (Gloucester, MA: Rockport, 2002).

Herman Miller, Inc., “Lighting in the Workplace,” 2001, http://www.hmeurope.com/WhitePapers/wp_Lighting_in_Wkpl.pdf.

National Safety Council, Accident Facts, 1992 (Chicago: National Safety Council, 1992). See also Herman Miller, Inc., “Body Support in the Office: Sitting, Seating, and Lower Back Pain,” 2002, http://www.hermanmiller.com/hm/content/research_summaries/wp_Body_Support.pdf.

See Wayne Brockbank, “If HR Were Really Strategically Proactive: Present and Future Directions of HR as Competitive Advantage,” Human Resource Management 38, no. 4 (1999): 337.

Wayne Brockbank and Dave Ulrich, Competencies for the New HR (Washington, DC: University of Michigan Business School, Society for Human Resource Management, and Global Consulting Alliance, 2003).

From a theme suggested by Jim Collins, Good to Great: Why Some Companies Make the Leap and Others Don’t (New York: HarperCollins, 2001).

Herman Miller, Inc., “Where We’ve Been,” About Us Page, http://www.hermanmiller.com/CDA/SSA/Category/0,1564,a10-c406,00.html.

Many consulting firms have built their business on HR shared services, designing and delivering an array of HR technologies. For example, see Mercer Human Resource Consulting (http://www.mercerhr.com/service/details.jhtml?idContent=1000310) and Deloitte (http://www.deloitte.com/dtt/section_node/0,2332,sid%253D26557,00.html).

Kathy McRae, “HR Shared Services—A Growing Trend,” Human Resources, December 3, 2003, http://www.humanresourcesmagazine.com.au/articles/8c/0c01a08c. asp.

Debbie Burger, director, TotalAccess Center, Boeing, interview by the authors, March 2004.

See Edward E. Lawler III, Dave Ulrich, Jac Fitz-enz, and James C. Madden V, Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done (San Francisco: Jossey-Bass, 2004).

Edward E. Lawler III, “How to Make HR a Strategic Partner,” paper presented at the 13th Annual Southeast Human Resource Conference, College Park, GA, October 21, 2003.

Gary S. Becker, “Human Capital,” in The Concise Encyclopedia of Economics, ed. David R. Henderson (Indianapolis, IN: Liberty Fund, Inc., 2002), http://www.econlib.org/library/Enc/HumanCapital.html. .

Watson Wyatt Worldwide, “Human Capital Index: Human Capital as a Lead Indicator of Shareholder Value,” http://www.watsonwyatt.com/research/resrender.asp?id=W-488&page=1. .

See Mark L. Lengnick-Hall and Cynthia A. Lengnick-Hall, Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities (San Francisco: Berrett-Koehler, 2003).

Warren R. Wilhelm, Learning Architectures: Building Organization and Individual Learning (Albuquerque, NM: GCA Press, 2003).

Lawler, “How to Make HR a Strategic Partner.”

Jill Conner and Jeana Wirtenberg, “Managing the Transformation of Human Resources Work,” Human Resource Planning 16, no. 2 (1993): 17.

Donna Blancero, John Boroski, and Lee Dyer, “Transforming Human Resource Organizations: A Field Study of Future Competency Requirements,” working paper 95-28, Center for Advanced Human Resource Studies, Ithaca, NY, 1995.

The Walker Group, “In-Company Workshops for HR Leaders,” http://www.walkergroup.com/HRBusinessSchool.html (accessed October 3, 2004).

Blancero, Boroski, and Dyer, “Transforming Human Resource Organizations.”

See chapter 16, “Understanding the HR Profession,” in Susan E. Jackson and Randall S. Schuler, eds., Managing Human Resources Through Strategic Partnerships, 8th ed. (Belmont, CA: South-Western College Publishing, 2003); and Blancero, Boroski, and Dyer, “Transforming Human Resource Organizations.”

Lengnick-Hall and Lengnick-Hall, Human Resource Management in the Knowledge Economy.

See Arthur K. Yeung et al., Organizational Learning Capability (New York: Oxford University Press, 1998); and Dave Ulrich, Mary Ann Von Glinow, and Todd Jick, “High Impact Learning: Building and Diffusing Learning Capability,” Organizational Dynamics 21, no. 2 (1993): 52.

Larry Bossidy and Ram Charan, with Charles Burck, Execution: The Discipline of Getting Things Done (New York: Crown Business, 2002).

Blancero, Boroski, and Dyer, “Transforming Human Resource Organizations.”

Conner and Wirtenberg, “Managing the Transformation of Human Resources Work.”

Dave Ulrich, Jack Zenger, and Norm Smallwood, Results-Based Leadership: How Leaders Build the Business and Improve the Bottom Line (Boston: Harvard Business School Press, 1999).

Dave Ulrich and Dick Beatty, “From Partners to Players: Extending the HR Playing Field,” Human Resource Management 40, no. 4 (2001): 293.

Jackson and Schuler, “Understanding the Human Resources Profession.”

Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t: How to Build Value Through People and Organization (New York: Wiley, 2003).

David C. McClelland, “Business Drive and National Achievement,” Harvard Business Review 40, no. 4 (1962): 99; David C. McClelland, “Testing for Competence Rather Than Intelligence,” American Psychologist 28, no. 1 (1973): 1; and David C. McClelland, A Guide to Job Competency Assessment (Boston: McBer & Co., 1976).

Lyle M. Spencer and Signe M. Spencer, Competence at Work: Models for Superior Performance (New York: John Wiley & Sons, 1993).

Dave A. Kolb, Experiential Learning: Experience as the Source of Learning and Development (Upper Saddle River, NJ: Prentice-Hall, 1984).

Jim Intagliata, Dave Ulrich, and Norm Smallwood, “Leveraging Leadership Competencies to Produce Leadership Brand: Creating Distinctiveness by Focusing on Strategy and Results,” Human Resource Planning 23, no. 12 (2000): 12.

Dave Ulrich, Human Resource Champions: The Next Agenda for Adding Value and Delivering Results (Boston: Harvard Business School Press, 1997); Steven C. Schoonover, Human Resource Competencies for the Year 2000: The Wake-Up Call! (Washington, DC: Society for Human Resource Management, 1998).

Our special thanks in this chapter to Dave Yakonich, who has managed the HR Competency Project for five years. During the four iterations of the Human Resource Competency Study, we have worked with a number of outstanding colleagues. In 1987 and 1992, Arthur Yeung and Dale Lake contributed heavily to the project. In 1997, Connie James played a central role. In 2002, David Yakonich capably managed the increasing complexity of the project. For details on the reports, see Dave Ulrich, Wayne Brockbank, and Arthur Yeung, “Beyond Belief: A Benchmark for Human Resources,” Human Resource Management 28, no. 3 (1989); Dave Ulrich, Wayne Brockbank, Arthur Yeung, and Dale Lake, “Human Resource Competencies: An Empirical Assessment,” Human Resource Management, 34, no. 4 (1995): 473; Wayne Brockbank, Alejandro Sioli, and Dave Ulrich, “So . . . We Are at the Table. Now What?” Working paper, University of Michigan, 2001; and Wayne Brockbank and Dave Ulrich, Competencies for the New HR (Ann Arbor: University of Michigan Business School, Society for Human Resource Management, and Global Consulting Alliance, 2002).

For an excellent overview, see Dana M. Muir, A Manager’s Guide to Employment Law: How to Protect Your Company and Yourself (San Francisco: Jossey-Bass, 2003).

The criteria for effective measurements and rewards are based on the work of Steve Kerr, whose substantial influence on the HR field we gratefully acknowledge.

Steven Kerr, Ultimate Rewards: What Really Motivates People to Achieve (Boston: Harvard Business School Press, 1997), chapter 1.

We adopt the phrase “partners in the business” (as distinct from “business partners”) from a presentation by Susan R. Meisinger, president and CEO of the Society for Human Resource Management, at the 2002 SHRM Leadership Conference. In a similar vein, Dick Beatty and Dave Ulrich have argued we should stop talking about being business partners and should start being “players” in the business.

An online self-assessment of the entire survey is available. For more information, send an e-mail request to [email protected].

To explore adult learning, see Stephen D. Brookfield, Understanding and Facilitating Adult Learning: A Comprehensive Analysis of Principles and Effective Practices (San Francisco: Jossey-Bass, 1991); Malcolm S. Knowles, Elwood F. Holton, and Richard A. Swanson, The Adult Learner: The Definitive Classic in Adult Education and Human Resource Development, 5th ed. (Woburn, MA: Butterworth-Heinemann, 1998); and Michael W. Galbraith, ed., Adult Learning Methods: A Guide for Effective Instruction, 3rd ed. (Melbourne, FL: Krieger, 2004).

This list is drawn from Edward Prewitt, “What Managers Should Know About How Adults Learn,” Harvard Management Update 2, no. 1, (1997).

Cynthia D. McCauley and Ellen Van Vestor, eds., The Center for Creative Leadership Handbook for Leadership Development, 2nd ed. (San Francisco: Jossey-Bass, 2003).

We have adapted this idea from Steven Covey and we appreciate his insights in sharing it with us.

Marshall Goldsmith, “Impact of Direct Report Feedback,” http://www.marshallgoldsmith.com/html/articles/impact.html.

Michael M. Lombardo and Robert W. Eichinger, Eighty-Eight Assignments for Development in Place: Enhancing the Developmental Challenge of Existing Jobs, report no. 136 (Greensboro, NC: Center for Creative Leadership, 1989).

A complete listing of readings tied to each competence is available with the “HR Competency Toolkit”; for information, send e-mail to [email protected].

See Michael M. Lombardo and Robert W. Eichinger, The Leadership Machine: Architecture to Develop Leaders for Any Future (Minneapolis: Lominger, 2001), and The LEADERSHIP ARCHITECT Norms and Validity Report (Minneapolis: Lominger, 2003).

James J. Connolly and Chockalingam Viswesvaran, “Assessing the Construct Validity of a Measure of Learning Agility,” paper presented at the Seventeenth Annual Conference of the Society for Industrial and Organizational Psychology, Toronto, Canada, April 2002. See also Michael M. Lombardo and Robert W. Eichinger, Choices Architect Promotion Study Results (Minneapolis: Lominger, 2003); Lombardo and Eichinger, The LEADERSHIP ARCHITECT Norms and Validity Report; and Robert J. Sternberg, Successful Intelligence: How Practical and Creative Intelligence Determine Success in Life (New York: Simon & Schuster, 1996).

We have adapted this methodology from Bill Ouchi and are grateful for his insights.