| Abstract: | This article synthesizes findings from five case studies conducted in firms known to be leaders in the management of people. We drew three broad conclusions: - 1 The foundation of a value‐added HR function is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief;
- 2 A value‐added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers, and delivery of these services at the lowest possible cost; and
- 3 A value‐added HR function requires HR managers that understand the human capital implications of business problems and can access or modify the HR system to solve those problems.
© 1999 John Wiley & Sons, Inc. |
