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|The Authors||p. vii|
|The Evolving Chief Human Resource Officer Role||p. 1|
|Today's Chief Human Resource Officer||p. 13|
|Perform! Don't Run!||p. 15|
|The Art and Science of the CHRO Role||p. 23|
|Roles and Challenges of the CHRO: Results of the Cornell/CAHRS CHRO Survey||p. 40|
|The CHRO as Strategic Advisor and Talent Architect||p. 55|
|Lead... MORE||p. 57|
|Four Steps to World-Class Talent Management||p. 71|
|Retooling HR and Avoiding the Service Trap: How Proven Business Models Offer Untapped Potential for Strategic Talent Decisions||p. 83|
|The CHRO as Cultural Champion||p. 93|
|When Crisis Calls||p. 99|
|Doing HR's Business with the Government||p. 107|
|The CHRO as Counselor/Confidant/Coach||p. 117|
|Who Do You Really Work For? Serving Multiple and Often Conflicting Constituencies as CHRO||p. 119|
|Partnering with the CEO||p. 130|
|Forging Effective Relationships with Your Boss and Colleagues||p. 137|
|What Do You Stand For?||p. 146|
|Great Leader or Just a CEO? Insights on CEOs from the Perspective of CHROs||p. 155|
|The CHRO as Liaison to the Board of Directors||p. 169|
|Working with the Board of Directors||p. 171|
|CHROs and Boards: A Missing Link||p. 183|
|The Role of the CHRO in Managing Executive Compensation||p. 193|
|How to Be a High-Performing CHRO in the Executive Compensation Arena||p. 203|
|The CHRO as Leader of the HR Function||p. 211|
|Making a Difference in the First 100 Days||p. 213|
|Delivering Results with a Global HR Team||p. 227|
|Experiences as a New CHRO in a New Industry||p. 237|
|Designing an Integrated HR Function: What the CHRO Needs to Know||p. 246|
|HR for Impact||p. 257|
|Characteristics of Today's CHRO||p. 269|
|Preparing CHROs to Exceed CEO Expectations||p. 271|
|Delivering Global Talent in a High-Velocity World: What CEOs Look For in a CHRO||p. 279|
|What Does Today's CHRO Look Like? Demographic Characteristics of CHROs at the World's Largest Companies||p. 288|
|Bringing It All Together: The Four Knows of the CHRO||p. 296|
|Table of Contents provided by Ingram. All Rights Reserved.|
Patrick M. Wright, Ph.d., is the William J. Conaty GE Professor of Strategic Human Resources in the School of ILR at Cornell University. He teaches and conducts research in the area of strategic human resource management, with a particular focus on how HR practices, the HR function, and HR leaders can affect firm performance.
The National Academy of Human Resources (NAHR) is an honorific organization where individuals and institutions of distinction in human resources are recognized for professional achievement by election as "Fellows of the NAHR." In addition, NAHR furthers the HR profession through the Chief Human Resource Officer (CHRO) Academy and other philanthropic and educational activities. For more information visit http://www.nationalacademyhr.org.
Copublished with the Society for Human Resource Management (SHRM), the world's largest association devoted to human resource management. The Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 250,000 members in over 140 countries, and more than 575 affiliated chapters. Visit www.shrm.org.