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dc.contributor.authorOlson, Matt
dc.date.accessioned2020-11-12T17:11:07Z
dc.date.available2020-11-12T17:11:07Z
dc.date.issued2014-10-31
dc.identifier.other7323042
dc.identifier.urihttps://hdl.handle.net/1813/72942
dc.description.abstract[Excerpt] Over the past 15 years, human resource (HR) organizations shifted to “business-based HR” or “business partnering,” as firms adopted a three-legged HR functional design comprising shared services, centers of expertise and HR business partner roles. This new structure offers a firm additional HR value by freeing the business partner of administrative work and leveraging technology to automate and centralize human resource processes.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subjectHR Review
dc.subjectHuman Resources
dc.subjectBusiness Partner
dc.subjectWorkforce
dc.subjectAdvocacy
dc.subjectManagement
dc.titleThe Business Partner Balancing Act: An Analysis of Alternative Employee Advocacy Practices in the Modern HR Function
dc.typearticle
dc.description.legacydownloads10_31_14_The_business_partner_balancing_act.pdf: 297 downloads, before Oct. 1, 2020.
local.authorAffiliationOlson, Matt: mpo37@cornell.edu Cornell University


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