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Get real-world solutions and evidence-based guidelines for HR project management challengesTackling major human resources management projects can be daunting, but now you can learn from the lessons of HR professionals who have encountered roadblocks or challenges in similar contexts. Advancing Human Resource Project Management is an in-depth, thoughtful resource that highlights the knowledge and experience of those who have undertaken large HR projects. This guide illustrates what worked and what didn't, with a focus on evidence and real-world cases to illuminate effective strategies and solutions. Each chapter presents empirical findings complemented by professional judgment and wisdom from human resource management professionals well-versed in global business environments.Advancing Human Resource Project Management recognizes the importance of context, addresses the practical and professional implications of managing HR management projects in different industry sectors, and provides comprehensive coverage on implementing global development programs and project initiation and planning. Ideal for global Industrial and Organizational Psychology faculty and practitioners, graduate students, and, especially, HR professionals, this resource uncovers the best evidence-based practices available today for effective HR project management strategies. The book includes:* An emphasis on the implications and challenges of providing solutions for HR business problems on a global scale* Real-world cases and firsthand professional experiences with summaries of knowledge gained from research and practice* Advice on tackling challenges inherent in various stages of a project* Expertise and counsel from HR professionals familiar with large projects and from those who study and work in the field of project managementLet this comprehensive resource guide your approach to initiating and managing large HR projects. With solid, empirical evidence and relatable case studies, Advancing Human Resource Project Management is the ideal professional companion for those looking to strengthen their project techniques, project leadership, and management skills.
Sommario
List of Tables and Figures xiiiForeword xviiAbout the Editors xxiAbout the Contributors xxiii1 Introduction 1Richard J. Klimoski, Beverly A. Dugan, Carla Messikomer, and François ChiocchioSection One: Case Studies: Context Matters 152 Redesigning Microsoft's High Potential Development Experience 17Shannon Wallis3 Litigation-Driven Human Resource Management Changes 48Suzanne Tsacoumis and Michelle Davis King4 Project A: Five Keys to Management and Scientific Success 73Michael G. Rumsey and Paul A. Gade5 Managing Critical Assessment and Development Components of a Global Leadership Development Program 105Robin Cohen, Lisa Littrell, Seymour Adler, and Lorraine StomskiSection Two: Fundamentals: Transferable Wisdom 1336 Preparing for an HR Project 135Ren Nygren and Scott Erker7 Project Initiation 152Reid Klion and Julia Bayless8 Planning and Organizing 178Monique Aubry9 Effective HR Project Execution: Understanding Project, Team, and Stakeholder Issues 206Peter A. Hausdorf, Stephen D. Risavy, and Philip E. Hunter10 Contracts Administration for HR Practitioners 238Macie Paynter, Kerri Ferstl, and Ryan O'Leary11 Maintaining Security 271Lucas KuhlmannSection Three: Applications: Strategic Issues 29112 Managing in a Global Environment 293Terry Cooke-Davies13 The Development of Project Management Skills 313Beverly A. Dugan14 Leading and Managing Projects: Insights from the HR Quadriad 350Karin Bredin and Jonas Söderlund15 Toward a Comprehensive Project Stakeholder Management Approach for HR Projects 383Martina Huemann and Dagmar Zuchi16 The Four Cs of Human Resource Project Teams: Context, Configuration, Cycles, and Challenges 425François Chiocchio and Peter A. Hausdorf17 Knowledge Management in the Project Context: What It Means for HR Projects 467François Chiocchio, Carla Messikomer, and Christian Dagenais18 Ethics and Governance in the Temporary Organization 489Ralf MüllerSection Four: Conclusion 51319 HR Project Cases, Fundamentals and Applications: Lessons Learned and Other Advancements 515Richard J. Klimoski, Beverly A. Dugan, Carla Messikomer, and François ChiocchioName Index 532Subject Index 541
Info autore
RICHARD J. KLIMOSKI, Ph.D., holds a dual appointment as both Professor of Psychology and Professor of Management in the School of Management at George Mason University. He co-authored Research Companion to the Dysfunctional Workplace: Management Challenges and Symptoms.
BEVERLY A. DUGAN, Ph.D., recently retired from the Human Resources Research Organization, where she was a Vice President and Division Director. She is currently an independent consultant with a focus on leadership and organizational development.
CARLA MESSIKOMER, Ph.D., is Manager, Academic Resources at the Project Management Institute, where she directs the organization's sponsored research program.
FRANÇOIS CHIOCCHIO, Ph.D., is Organisational Behaviour and Human Resource Management professor at University of Ottawa's Telfer School of Management. Dr. Chiocchio is certified as a Project Management Professional.
Riassunto
Get real-world solutions and evidence-based guidelines for HR project management challenges Tackling major human resources management projects can be daunting, but now you can learn from the lessons of HR professionals who have encountered roadblocks or challenges in similar contexts.
