Editor's note

Article Abstract:

Human resources (HR) professionals should develop an understanding of organizational communications because this knowledge may enable them to become better business partners with management. Specifically, they should be aware why communications matter, who receives communications and what the tools are for communications. Communications matter because they contribute to the implementation of initiatives, motivate employees to bond with their managers and the firm, and improve commitment from outsiders. Recipients of communications are internal stakeholders, such as employees and managers, and external stakeholders, such as customers, investors and communities. The tools of communications are varied, from face-to-face tools to newsletters to electronic tools. HR professionals can use their knowledge in communications to initiate change, motivate employees and reform organizations.

Business Personnel Management, Business Communications Mgmt, Editorial, Evaluation, Organizational communication, Business communications services

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Customer education: a new frontier for human resource development

Article Abstract:

Businesses can only meet constantly changing customer needs by carefully monitoring customer trends and anticipating needs. Customer anticipation can be improved by encouraging customers to take part in the company's training activities. With shared management education, team building and valued development, companies and their customers develop a closer relationship which can be mutually beneficial. Firms gain a better understanding of their customers, thus enabling them to become more sensitive and more accurate in predicting customer needs. Customer education entails significant changes in human resource development (HRD) practices. For instance, the content of training and education programs must be modified so that they will be as relevant to customers as to company employees. General Electric Co's customer education experiences are discussed.

Motors and generators, Aircraft engines and engine parts, Conglomerate corporations, Training, General Electric Co., Consumer education

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Judge me more by my future than by my past

Article Abstract:

A new human resource (HR) management function is taking the place of the old HR function which has evoked images of regulators, administrative guardians and policy police. To ensure the continued relevance of the new HR in the 21st century, there are nine challenges that it must be able to overcome. These include focusing on what it can deliver instead of just what it can do, developing theories to explain its purposes, and expanding the HR community to include line managers, staff managers and outside vendors. HR also needs to master emerging HR tools, expand the HR domain beyond the boundaries of the firm and identify the real customer of HR work, measure the performance of HR, and understand the mosaic career development model in HR. Other challenges are developing the needed competencies and investing in intellectual capital.

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