ABSTRACT
We wrote our previous book because we were concerned that HR transformation, i.e. the modernizing of the HR function so that it could become a strategic player in the organization, was too fixated on structural and process change. In particular, we believed that the leadership of HR was giving insufficient attention to the capability of HR to meet the requirements of being a strategic player. This book takes this debate a stage further by looking at the challenges of delivering quality HR in a global setting.
