Please download attachment (Due in 24 hours) Original work It is imperative that HR leaders understand the important role they play as strategic partners, and that they are clear about what organizati

Week 1: HR Leadership—A Strategic Partner in Building Sustainable Organizations

Kwicien, J. (2012, February). Finding the ideal partner. Employee Benefit Adviser, 10(2), 48–49.

Note: You will access this article from the Walden Library databases.

In looking for the ideal business partner, the author suggests stepping outside your comfort zone, at least initially. Today’s competitor or administrator or vendor may be tomorrow’s ideal strategic partner, depending upon what you are trying to accomplish. Think about where you want to be 5 years from now.

Labedz, C. S., & Lee, J. (2011). The mental models of HR professionals as strategic partners. Journal of Management and Organization, 17(1), 56–76. doi: 10.5172/jmo.2011.17.1.56

Note: You will access this article from the Walden Library databases.

The authors of this study conducted interviews and created ranking lists and drawing exercises to examine viewpoints on HR mental models. The mental models directly impact HR professionals’ value as strategic business partners and the way they carry out daily business operations.

Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19(2), 64–85. doi:10.1016/j.hrmr.2009.01.002

Note: You will access this article from the Walden Library databases.

The authors provide a chronological perspective on the field of strategic Human Resources Management (HRM) by exploring seven key themes explaining the direction of 30 years of research. The article considers major developments in theory and practice and outlines future directions for the field. The authors emphasize the shift from people management to a strategic orientation, including themes of a contingency perspective, HR bundling or horizontal alignment, the importance of high-performance work systems, measuring HR outcomes, and strategic considerations in a global context.

Pritchard, K. (2010). Becoming an HR strategic partner: Tales of transition. Human Resource Management Journal, 20(2), 175–188. doi: 10.1111/j.1748-8583.2009.00107.x

Note: You will access this article from the Walden Library databases.

This article examines how HR professionals can be successful at making the transition into a strategic partner. This, in turn, will help fill the organizational gap that sometimes exists in companies.

Discussion: Sustainable Organizations

It is imperative that HR leaders understand the important role they play as strategic partners, and that they are clear about what organizational capacity is and how to build it. In their unique knowledge and experience, HR can be both a leader and a collaborator or partner in finding and building organizational strength, agility, and even innovation—all of which are necessary in creating organizations that sustain themselves. Understanding this dynamic is crucial to organizations and individuals in meeting the challenges of today and the expectations and needs of tomorrow.

By Day 3

DQ 1 (200-300 Words)

Based on this week’s readings and your own academic research, post your response to the following:

Argue for or against the academic concept that organizational capacity equals sustainability in organizations.
Explain who among key leaders is most capable of driving efforts to create organizational capacity. Provide rationale for your judgment.

DQ 2 (200-300 Words)

Respond to at least two of your colleagues’ postings. In your responses, address the following summative considerations that pertain specifically to this week’s topics:

In what ways do the readings provided in this week’s Learning Resources and those identified by you and your colleagues answer important “so what?” questions in the field of human resources?
How are these readings potentially valuable for research in the field?
Are there any important gaps (i.e., contradictions, arguments, disagreements, or areas of divergence) within this set of readings that point to potential topics for future research?
How would you follow up to extend or explore these gaps?

Due in 24 hours 3rd sep mid night