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Human Resources in the 21st Century Hardcover – April 11, 2003

ISBN-13: 978-0471434214 ISBN-10: 0471434213 Edition: 1st

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Product Details

  • Hardcover: 368 pages
  • Publisher: Wiley; 1 edition (April 11, 2003)
  • Language: English
  • ISBN-10: 0471434213
  • ISBN-13: 978-0471434214
  • Product Dimensions: 9.4 x 6.7 x 1.2 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 3.3 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Best Sellers Rank: #463,711 in Books (See Top 100 in Books)

Editorial Reviews


“…this book tackles HR’s need to evolve…” (Employee Benefits October 2003

About the Author

Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates Leadership Practice. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Robert Gandossy (Redding, CT) heads Hewitt’s Global Practice Leaders for Talent and has over twenty years’ experience in human resources, leadership, and change management. Marshall Goldsmith (Santa Fe, CA) is a founding Director of The Alliance for Strategic Leadership, a consulting organization.

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Customer Reviews

3.3 out of 5 stars
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Most Helpful Customer Reviews

2 of 2 people found the following review helpful By George Taylor on November 20, 2008
Format: Hardcover
'Human Resources in the 21st Century' is a classic book that deserves to be read by not only HR professionals, but by all business professionals that are engaged in developing, retaining, and nurturing the human capital component of their business and play a critical role in their organization's strategic success.

Extremely well-organized, the book is a collection of essays written by leading HR thought leaders and working professionals. Some of the stand-out essays are as follows:

'Managing for Execution'
'Accommodating Change in the 21st Century'
'Mother's Work Is Never Done: Myths and Facts About Organizational Change'
'Learning via Education and Training'
'Free to Choose'

A timeless axiom about HR and people is that there is a 'war for talent.' As I write this review, there is still a war to recruit talented people within the organization, and developing that talent to the point that employees feel engaged not only with their work, but with the company as a whole (company branding - employer of choice concept), and that employees produce the OUTCOMES desired to add bottom-line value. Strategic HR planning remains "pie in the sky" thoughts for many executives - especially those that feel that HR professionals fall short on implementation and don't have a clue about business objectives. However, serious HR professionals want their "seat at the table" and this book points out many ways in how they can do just that (gain that seat) - by adding value and implementing programs that work and meet the goals and objectives set forth by key business leaders with buy-in from stakeholders.

Training and Development is one area in which this work addresses the issue.
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11 of 18 people found the following review helpful By Sara Jane Radin on June 11, 2003
Format: Hardcover
Just like Coaching for Leadership, Human Resources in the 21st Century is a MUST read and should be an ACTIVE resource for leading edge HR Professionals and Service Providers who want to (positively) impact people and performance and provide value to the business.
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5 of 28 people found the following review helpful By A Customer on June 3, 2004
Format: Hardcover
My recent attendence at the HRO conference in New York only substantiated my growing belief that in the absence of strong HR leadership, the United States economy will soon feel the harsh reality of a population isolated and devalued by agressive competition, and incapable of finding the required trust to consolidate and unify to grow security of life in the future.
Above economic value, lies the rewards of emotional value(EQ) being trust in relationship, unconditional love, emotional strength, social esteem, trust in ability, self esteem, social security, creative value, balanced health, and every core competence that a true HR leader should represent.
In choosing to write on HR in the 21st Century, any realistic leader who fails to identify the behavioural implications of an insecure population incapable of identifying a secure future is only seeking recognition for the insecurity they embody. To outsource an individual's cultural life purpose identifies appalling leadership judgements who for an immediate comparitive monetary advantage effectively destroys all hope of realising future growth by growing mistrust and emotional weakness having deserted the real value the workforce creates in the community. In devaluing an employee to a third world equivalent, does the leader realise the employee whose job has disappeared is now incapable of emotionally contributing a purposeful contribution to the community?
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