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.
Post your response to the following, based on this week’s readings and your own academic research:
- Argue for or against the academic concept that organizational capacity equals sustainability in organizations.
- Evaluate who among key leaders is most capable of driving efforts to create organizational capacity. Provide rationale for your judgment.
Be sure to support your work with specific citations from peer-reviewed, scholarly sources and relevant examples.
LEARNING RESOURCES
Required Readings
- Kwicien, J. (2012, February). Finding the ideal partner.Links to an external site. Employee Benefit Adviser, 10(2), 48–49.
- Labedz, C. S., & Lee, J. (2011). The mental models of HR professionals as strategic partners.Links to an external site. Journal of Management and Organization, 17(1), 56–76.
- Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic human resource management: The evolution of the field.Links to an external site. Human Resource Management Review, 19(2), 64–85. https://doi.org/10.1016/j.hrmr.2009.01.002
- Pritchard, K. (2010). Becoming an HR strategic partner: Tales of transition.Links to an external site. Human Resource Management Journal, 20(2), 175–188. https://doi.org/10.1111/j.1748- 8583.2009.00107.x
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Optional Resources
- Moore, K. (2012). Human resources as a strategic partner. Human Resources Magazine, 17(5), 24–25.
- Lawler III, E. E., & Boudreau, J. W. (2009). What makes HR a strategic partner? People & Strategy, 32(1), 14–22