September - October 2005
Research Highlight
HR: Partner or Guardian In This Issue
1 HR: Partner or Guardian
On September 14, 2005, Delta Snell, HR execs can rise to the
Airlines filed for bankruptcy, but its challenge—if they help their 2 Diageo
HR Company Profile
problems began long before that. companies to create value, promote
After deregulation, globalization and value and live their values. 3 GrupoNueva
information technology eroded its “It’s not a simple task,” says HR Company Profile
customer base and increased Wright. “Top management now 4 Executive Roundtables 2005
operating expenses.  In 1993 Delta holds HR responsible for bottom-line 6 Executive Education Advantage
Airline launched Leadership 7.5, a results and measurable value. 7 In the News 
massive workforce transformation Without a strong understanding of
designed to maintain the flailing their company’s business drivers, even 8 AstraZeneca Strategically 
airline’s profitability by boosting experienced HR leaders can Thinking
revenues and cutting costs. The undermine their company’s long-term 9 Save the Date
strategy—proposed and executed by survival to generate short-term 10 CAHRS Events Calendar
the airlines HR leaders—called for profits.”
Delta, long recognized for outstanding Globalization, for example, enables
customer service and employee an organization to boost profits in at basis—results from these multiple
retention, to replace highly least two ways: by expanding the pressures, according to Wright.
experienced employees with lower- market for its products and services, “Low-cost-service providers now
paid, contingent workers. and by hiring lower-priced workers in dominate almost every industry and
Leadership 7.5 returned the airline overseas markets. “This sword cuts price is the primary factor in buying
to profitability in less than 18 both ways,” says Wright. “As decisions,” he says. In the new
months. However, Delta’s new overseas airlines similarly globalize, commoditized marketplace, Delta
workers lacked experience, skill and they compete for each others’ faces Southwest, Jet Blue and ATA;
commitment. The airline’s service customers. It’s harder for each of ToysRUs faces Wal-Mart and HP
plummeted and its customers fled. them to maintain current business faces Dell, according to Wright.
Labor unions have been knocking on and acquire new customers.” Companies typically combat
the airline’s door and its employees New technology can help commoditization—and boost their
began to respond.  Delta’s revenues companies improve current bottom lines—by paring HR
now lag its competitors, and more operations or launch new businesses, expenses, since payroll typically
than 60 percent of its top executives according to Wright, but it’s comprises their biggest production
have left for other companies. expensive. “More important, it expense. “Tactics for HR cost-
The Delta saga crystallizes a key won’t work unless the company and cutting include compressing salary
challenge facing all HR leaders today: its employees are ready and willing to increases, shifting health care cost
how to influence corporate decision change how they’ve done business in premiums to employees, and
making without sacrificing the past,” he says. outsourcing production to a cheaper
professional ethics. According to Commoditization—forcing overseas,” says Wright. “When
ILR professors Pat Wright and Scott companies to operate at their cost companies are really in trouble, they
often lay off expensive U.S. staff.”
Although HR cost-cutting can
improve the bottom line in the short
term, it often threatens a company’s
long-term viability, says Wright.
Continued on Page Six
P A G E  0 N E www.ilr.cornell.edu/cahrs/
HR Company Profile
Diageo
Mark Reid, Senior Vice President of HR Solutions, bureaucracy and processes.  It is a strategy that must be
laughs when he tells of past MBA recruiting trips for his working.  In North America for instance, strong top
company.  “When the Diageo banner was up, no one line growth together with overhead reduction, delivered
came to our booth but when we used the Guinness beer organic operating profit growth of 11% by this June.
logo, we had lots of visitors.”  Diageo may not be a Volume grew 4% and Diageo gained share in the U.S.
familiar name to some, but you know Jose Cuervo, across all three categories—spirits, wine and beer.
Smirnoff, Johnnie Walker, Baileys and other premium To accomplish this HR strategy, the function is a
spirits, beers and wines that comprise the Diageo blend of centralized and decentralized units.  The
portfolio. strategy and HR solutions group are centralized and HR
The name itself is another good story.  It comes from business partners are decentralized, located within the
“dia,” Latin for day and “geo,” Greek for world.  To the businesses.  The numbers demonstrate the commitment
Diageo team that means every day, around the world, to being integrated with the day to day operations: 95%
people are enjoying their brands.  It is not an atmosphere of the HR staff is an HR business partner or serving in
of all play and no work though.  This global company, HR Solutions.
which has experienced significant mergers and “Our philosophy around HR is really about enabling
acquisitions over the past few years, has its share of and developing a diverse talent pool to out perform our
human resources challenges. competition,” says Mark.  Because of the merger and
Mark, a twenty-five year HR veteran from various acquisition work, stability has been an issue.  “The three
manufacturing, service and consumer goods companies, imperatives evolved out of the need to bring stability
leads the HR Solutions team from his office in London. and focus on growth of both our people and our
He outlines the three imperatives of the company’s business.”
organization and people strategy.  “Our strategy is really Mark is realistic about Diageo’s model.  “We have
a business strategy that includes talent, rewards and 20,000 people located in 85 countries and we do
recognition, and organizational effectiveness. business in over 180 territories.  There has to be a
Fundamentally, we have moved away from managing significant amount of flex in the model, and roles vary
people as an asset to truly leading them as a core significantly by country,” he says.  
competency of the business.” Challenges notwithstanding, Diageo’s business is
His next comment makes anyone want to apply for a poised for spirited growth and its human resources
job.  “At Diageo, we want to enable people to be as organization, with its passionate focus on developing
wildly productive as possible, releasing their potential to talented people, will continue to play a vital role in this
grow our business.” That means getting rid of dynamic company.
Diageo joined CAHRS in 2005, the ‘Company Profile’ series feature a Corporate HR view of new CAHRS sponsors.
hrSPECTRUM September - October 2005 P A G E  T W O www.ilr.cornell.edu/cahrs/
HR Company Profile
GrupoNueva
GrupoNueva is a leading Latin American strategic incorporates not only the maximization of shareholder
holding with a strong Swiss heritage. It’s comprised of value, but also the responsibility for minimizing our
two primary businesses, Masisa that mainly through its environmental footprint and social impacts, to be
own forests in Latin America produces and markets mindful of the needs of all of our stakeholders
wood products internationally and, Amanco which throughout our value chain, to work on the
builds and sells light construction and water development of sustainable livelihood strategies for the
management systems in the region. region’s poorest, to seek alliances and workable
“Around twenty percent of our sales are in the U.S. partnerships with the civil society and governments,
so it is quite likely that our wood products will find their and to operate with the highest ethical and transparent
way toward helping rebuild from the regrettable disaster standards—is constantly reinforced by our Board, our
that has affected so many along the U.S. coast,” main shareholder (ViVa) and especially by Julio Moura,
comments Leo Schlesinger, the Chief Human Resources our CEO. Leo explains, “We must challenge the status
Officer and Executive Vice President of GrupoNueva, quo and incorporate this way of doing business and this
headquartered in Santiago, Chile. culture into our acquired companies.” Then the
He faces challenges with his HR function that are challenge is not only to ensure every aspect of the HR
not unlike other organizations. The roughly 500 function is operating strategically, but also that it
member, decentralized HR and Services team faces a supports and integrates GrupoNueva’s philosophy into
somewhat typical set of issues. “HR has largely its execution.
functioned in a traditional manner, focused primarily “I know all of this sounds quite altruistic,” Leo says,
upon administrative tasks and we are now transitioning however at GrupoNueva we make it crystal clear that
to higher level strategic functioning,” says Leo. Given this operating model does not equal to philanthropy.
that, its current priorities involve building a high We are a successful company that is a market leader in
performance team, solidifying and integrating its unique most of its lines of business. This is clearly tied to the
culture, building a global talent pipeline, and to support financial success of the company. Net consolidated sales
all of that, transforming the HR function to be aligned for 2004 reached U.S. $1,241 million, with a growth of
with business priorities so it can support an 24% over 2003, and net profits grew from U.S. $123 to
international business. $266 million, an excellent 216% increase.
But in this strategic holding company with forestry One of the recent tasks of GrupoNueva’s HR
and construction materials operations in fifteen organization has been updating the executive incentive
countries and 17,000 employees, there are some unique plan through the incorporation of the ‘Economic Value
differences based upon its ‘Corporate Responsibility’ Added’ methodology in its metrics and creating a robust
and ‘Sustainable Development’ business model. What talent pipeline process to ensure the appropriate leaders
sets GrupoNueva apart is its commitment to this are aligned, as this environmentally and socially
operating philosophy. “Our founder, Stephan conscious global company continues to grow. “Many
Schmidheiny, was instrumental in the creation of the HR procedures that you take for granted in the U.S. are
World Business Council for Sustainable Development, new here,” Leo says. While elements of its HR processes
an organization that today assembles some of the world’s seek to catch up to similarly sized companies in other
170 most important enterprises. It developed concepts countries, GrupoNueva remains a role model for
such as ecoefficiency and designed a strategic business profitably doing business with a strategic focus on the
vision of sustainable development. That model of environment and social issues.
operating—which seeks to ensure that our focus
GrupoNueva joined CAHRS in 2005, the ‘Company Profile’ series feature a Corporate HR view of new CAHRS sponsors.
hrSPECTRUM September - October 2005 P A G E  T H R E E www.ilr.cornell.edu/cahrs/
CAHRS Executive Roundtables 2005
Sponsors Meet HR Students
Cornell ILR students and HR Executives from twenty
corporations gathered August 23, 2005, at one of CAHRS’
most popular events—the 9th Annual ILR Orientation and
CAHRS Executive Roundtables.  Once again there was a
waiting list for HR executives wanting the opportunity to
interact with future HR professionals beginning their graduate
studies at Cornell.  
Since 1997, the CAHRS Executive Roundtables have
offered our sponsor company representatives an opportunity to
come together with ILR Graduate and select Senior students to
exchange questions and ideas about the field of HR. They Charlene Parsons, CIGNA
discuss the most important issues facing individual companies,
the skills needed by future HR professionals, and what
companies look for in recruiting entry-level professionals.
This year’s session focused on how to align HR with corporate
strategies and how HR should play a critical role in the overall
business.  The executives’ speeches and talks have provided Sue Oliver, Wal-Mart Stores
students with perspectives far beyond what they will learn
from books.  In the meantime, the students’ insights have been
impressive to the executives.  
About eighty students attended our CAHRS Executive
Roundtable session.  Corporations that were represented at
this session are CIGNA, Bristol-Myers Squibb, Merck & Co.,
IBM, GE Consumer & Industrial, UTC, Xerox, Citigroup,
YUM! Brands, Honeywell, General Mills, Wal-Mart, Shell
Chemical, Raytheon, Tyco International, Air Products and
Chemicals, Altria Group, Terex, Johns Mansville, and
ALCOA.  Mary Anne Robinson, Honeywell
The annual agenda includes lunch, the roundtable
sessions, and a reception where students and executives
are able to converse in a more informal setting.  
The executives are
encouraged to set out Beth Flynn, General Mills
information on their
company, and students
leave resumes for the
executives to look over.  
Executives wishing to
participate in next year’s
roundtables should
respond quickly to the
invitation that comes out
in the spring.  
Anne Byerlein, YUM! Brands
Kevin McManus, BMS
John Jefferson, Shell
hrSPECTRUM September - October 2005 P A G E  F O U R www.ilr.cornell.edu/cahrs/
Senior HR Panel
Paul Jarrell, Alcoa
Ken Murphy,
Altria Group
Rich Lovely, Tyco
Brad Greene, GE Consumer & Fire & Security
Industrial
Steve Hardardt,
Johns Mansville
Kristy Kucharczak, Raytheon
Bill Flatley, Citigroup
hrSPECTRUM September - October 2005 P A G E  F I V E www.ilr.cornell.edu/cahrs/
Executive Education Advantage
HR Strategy
On September 25-30, 2005,
ILR’s Executive Education
offered its course, “HR
Strategy: Creating
Competitive Advantage
through People,” for a group of
twenty HR executives from a
wide range of companies from
across the U.S. and the world.
The course is designed for
middle to upper level HR
executives to develop skills
achieving tighter integration
between business and human
resource strategies in the
context of appropriate The HR Strategy Group
organizational infrastructures.  Director of CAHRS, was also part of the design and
Participants and faculty noted that the week-long teaching team, as were Tom Bechet of Bechet Consulting
session was particularly valuable because the diversity of and John Murabito, Executive Vice President at Cigna.
the HR Executive participants led to great discussions, a Many participants felt the highlight of the program was
sharing of knowledge and best practices, and differences in working in small syndicate groups applying concepts of the
perspectives. There was an especially strong course and their ideas to an existing strategic issue. Each
representation of international companies, with participant chose an existing challenging project from
participants coming from Great Britain, Canada, their own organization, and worked to apply the concepts
Germany, Russia, the Netherlands, Saudia Arabia, Peru, in an actionable way. The combination of intense
Australia, and Tanzania. interactions within the classroom, syndicate group work
Professor Chris Collins served as the program lead for conducted in the evening, and off-site events experienced
the week, and he worked with Professor Scott Snell, by the participants made for the creation of new
Director of Executive Education, to design a development friendships, and support networks that will continue to
program that followed a model of total immersion. This have learning benefits long into the future.  
teaching method enables students to learn and apply a
wide range of models to become more adept strategic For more information regarding ILR Executive Education programs and
partners and develop valuable tools for strategic action custom programs, log on to the Executive Education web site at:
www.ilr.cornell.edu/execed, or contact Mary Adie at 607-255-6075, 
within their own companies. Professor Patrick Wright, or via email mea36@cornell.edu.
HR: Partner or Guardian
Continued from Page One
“Without experienced talent, an organization loses its also balance their company’s strategic, ethical, legal and
ability to innovate and develop products, keys to long-term financial values.
success in today’s economy.” “With vision and courage, HR leaders can integrate
Wright says HR leaders can demonstrate their function’s these value systems and sustain their company’s long-term
value quantitatively and qualitatively by doing the right viability,” says Wright.
things and doing the right things right. “This means
focusing on activities that create the greatest value and For more information regarding this research please contact Dr. Pat Wright viaemail: pmw6@cornell.edu, or Tel: (607)255-3429. This article references
executing them with perfection,” says Wright. “It also research from the CAHRS Working Paper #04-11, which can be found on our
means managing the HR function as a business—serving web site: www.ilr.cornell.edu/cahrs/paper.html 
customers as well as building HR capability.” They must
hrSPECTRUM September - October 2005 P A G E  S I X www.ilr.cornell.edu/cahrs/
IIn  The  News
Marcia Avedon Elected Company Director for Lincoln National – CAHRS Board
Member Dr. Marcia Avedon was elected by the shareholders of the Lincoln National
Corporation to serve a three year term as company director. Dr. Avedon presently serves as
Senior Vice President of Human Resources for Merck and Co., Inc., where she holds company-
wide responsibilities for human resources. She also sits on the advisory board for the ILR School
at Cornell, Rutgers University, and the Board of Directors for the Jersey Battered Womens
Services. Lincoln Financial Group, a wealth accumulation and protection business, has
Marcia Avedon consolidated assets of over $116 billion and annual revenues exceeding $5 billion. The
company provides a variety of financial services, including annuities, life insurance, retirement
plans, college savings plans, mutual funds, managed accounts, institutional investment, financial planning and
advisory services.
Chris Collins Featured in Workforce Management – Dr. Chris Collins’ recent study
regarding college recruitment, has found that just as companies have wrongly assumed that
students are blank slates when it comes to recruitment, students have wrongly assumed working
for companies is like working in the environment their commercials portray. Throughout the
recruitment process, students have preconceived notions about prospective employers from the
companies’ consumer advertisements, campus publicity and classroom exposure. Further,
Collins found that the most significant influence on a student comes in the form of social-
Chris Collins networking through his or her interactions with professors, peers, and career services staff. In
his research, Collins has also found that companies should use different sources and convey
different messages depending on the strength and nature of their existing product and employer brands. For
example, he found that companies with weak or non-existent product and employer brands were more likely to
attract larger and more qualified applicant pools through the use of general messages, through low involvement
recruitment sources such as display ads and posters, or sponsoring an event on campus. Dr. Collins is an Assistant
Professor of Human Resource Management in ILR. He earned his Ph.D. in Organizational Behavior and Human
Resources from the University of Maryland. Dr. Collins' research interests include strategic human resource
management, firm innovation and knowledge creation, employee recruitment, and employment brand equity. For
further information on this featured article and research, you can view the complete feature on the publications site
at: www.workforce.com.
hrSPECTRUM is published by the Center for Advanced Human Resource Studies, 
School of Industrial and Labor Relations, Cornell University,
Ithaca, New York 14853-3901 
Phone: 607-255-9358 
Fax: 607-255-4953 
Dr. Patrick Wright, Director 
Dr. Pamela Stepp, Managing Director
hrSPECTRUM September - October 2005 P A G E  S E V E N www.ilr.cornell.edu/cahrs/
AstraZeneca Strategically Thinking
ILR Executive 
Education
Cornell CAHRS Sponsor Penny Stoker,
AstraZeneca’s Vice President of HR for the U.S., has
a clear vision for her HR leaders, and that is to
embrace strategic thinking as a foundation for HR
contribution to the business.  During the week of
September 19-23, twenty-one HR executives from
AstraZeneca convened at the former DuPont family
residence, Brantwyn Estate in Wilmington, Delaware.
Although the setting was at a beautiful estate and a
marvel of Georgian elegance in the wooded
countryside of the Brandywine Valley, the atmosphere The AstraZeneca Group
was anything but laid back. These executives rolled By all accounts, this is well under way at AstraZeneca. As
up their sleeves and worked throughout the week with CAHRS Snell noted, “The amazing thing about these people is they
faculty to focus on the drivers of strategic decisions at wouldn’t stop until they had a clear plan for action after the
AstraZeneca, their foundation for value creation, and the program. They were a delight to work with, and we will
financial implications of HR investments. By the end of the continue on with them as partners through follow-up webinars
week, the team had developed an integrated action plan for HR’s and discussions.”
enhanced contribution to business performance. This time together was not without some good fun, however.
CAHRS Director of Executive Education, Professor Scott On the first evening of the program, participants had the
Snell worked with Ms. Stoker’s HR Leadership Team, including occasion to share their culinary skills with peers as they
Simon King and Kimberly Wipf, to design a week of prepared a gourmet dinner under the direction of a professional
development that blended on-line collaborative learning, face- chef at “Celebrity Kitchens” in Wilmington.  One of the most
to-face interaction, and engagement with line executives on notable highlights of the week, as stated by many of the
real-time strategic business challenges. Professor Patrick participants, was the opportunity to network with each other
Wright, Director of CAHRS, was also part of the design and and to work in smaller teams.  The off-site setting and intense
teaching team, as were Chuck Snow from Penn State interaction experienced by the group made for the creation of
University, and Wayne Cascio from the University of Colorado. new friendships, and more productive professional relationships
Back in August, faculty and executives engaged in an they know will carry over to their overall AstraZeneca
interactive webinar to launch the program, discuss its focus and responsibilities.  
flow, as well as provide executives guidance for preparing “The workshop provided insights for how companies—with
strategic business cases with their line counterparts. The clarity of purpose, who were able to truly align their
business cases were used by executives throughout the program organization’s people behind this vision—were consistently
to ground the learning in real business challenges, engage one more successful than those companies which did not,” says
another in smaller syndicate groups, and apply their ideas in an Simon King, HR Executive Director for AstraZeneca. These
actionable way. “This form of learning,” says Professor Snell, insights and weeklong learnings will allow the participants to be
“makes a powerful impact on the participants as they become more effective while working with their ‘Business Leaders,’ to
‘consultants’ to each other while developing valuable tools for not only shape the people strategy but also the fundamentals of
strategic action both as individuals and as a function.” their business. AstraZeneca’s week was followed up by a two
Overall, the program continuously emphasized the theme day session of over 100 of their HR employees who began
that HR leaders need to think like business people first and HR applying some of the learnings, especially with respect to
professionals second. Only by balancing these two perspectives developing measures to understand the business impact of their
can HR leaders hope to maximize their contribution within decisions, and to drive a high performance and ethical culture.
AstraZeneca. Professor Snell maintains that “HR is in a
unique position, because it’s one of the few areas that touches For more information regarding ILR Executive Education programs and
virtually the whole business.” Snell says, “It is no longer just custom programs, log on to the Executive Education web site at:www.ilr.cornell.edu/execed, or contact Mary Adie at 607-255-6075, 
about ‘having a seat at the table,’ it is about contributing to the or via email mea36@cornell.edu.
overall strategic capability of the company.” 
hrSPECTRUM September - October 2005 P A G E  E I G H T www.ilr.cornell.edu/cahrs/
SAVE THE DATES
CAHRS Fall Sponsor Meeting
HR Challenges For Achieving Rapid, Profitable, and Sustainable Organizational Growth
November 9-10, 2005 • Statler Hotel, Ithaca, NY
M e e t i n g  I n f o r m a t i o n
With recent global economic expansion, many corporations, some of which experienced reengineering initiatives
and downsizing in the 1980’s and 1990’s, are now experiencing rapid organizational growth. However, unlike in the
past when the focus was on top-line growth with markets rewarding such firms with unusually high valuations, this
time the emphasis is on achieving a more sustainable and profitable growth. 
In the quest for a more enduring growth trajectory, organizations are facing certain critical human resource
challenges. Apart from the most visible and salient issue of talent acquisition and retention, organizations are
confronted with increasing complexity in the entire continuum of people processes. 
Be sure to check our web site for updates.
W O R K I N G  A G E N D A
WEDNESDAY, NOVEMBER 9, 2005 10:15-10:30 a.m. 3:15-4:45 pm 
6:00-7:00 pm Break Panel Discussion - “Innovation Led
Reception Growth & Implications for Human10:30-11:10 am Resources”
7:00-9:00 pm “HR Issues in M&A Growth”
Dinner Jim Williams, Corporate Vice President, 
Valerie Ditore, General Manager 
HR, Danaher Corporation Human Resources, Microsoft David Nachbar, Senior Vice 
THURSDAY, NOVEMBER 10, 2005 11:10-12:10 pm President, HR, Bausch & Lomb 
7:30-8:30 am Panel Discussion, “Preserving and Novartis Invited
Breakfast - Welcome Building Organizational Culture in a
High Growth Environment” 4:45-5:00 pm 
8:30-8:45 am 
Introductions Wal-Mart Stores Invited
Program Wrap-Up 
Pamela Stepp, Managing Director, Starbucks Invited
Pamela Stepp, Managing Director, 
Cornell CAHRS
Cornell CAHRS 12:15-1:30 pm Patrick Wright, Director, 
Patrick Wright, Director, Lunch Cornell CAHRS 
Cornell CAHRS Scott Snell, Director, 1:30-3:00 pm 
Scott Snell, Director, Executive Education, Cornell CAHRS Panel Discussion, “The Implications of
Executive Education, Cornell CAHRS Rapid Growth for Employee 5:30-7:00 pm 
8:45-9:30 am Engagement” Reception
“From Ego to Opportunism and from Jack Ryan, Senior Human Resources 
Pride to Hubris: Executive Pitfalls in Manager, GE Aircraft Engines 
Growing" Ted Hoff, Vice President 
Patrick Wright, Director, of Learning, IBM 
Cornell CAHRS Steve Price, Vice President, 
9:30-10:15 am Americas Human Resources, Dell
“Strategic Growth” 3:00-3:15
Michael D’Ambrose, Break
Executive Vice President, HR, 
First Data Corporation 
A l l  E v e n t s  a r e  a t  t h e  S t a t l e r  H o t e l
An On-Line Registration Form is available at: www.ilr.cornell.edu/cahrs/fall2005registrationform.html
Cornell University, CAHRS  • 187 Ives Hall  • Ithaca, NY 14853-3901 USA 
Phone: 607-255-2790; Fax: 607-255-4953; Email: jap7@cornell.edu
hrSPECTRUM September - October 2005 P A G E  N I N E www.ilr.cornell.edu/cahrs/
2005 - 2006
TNT Custom Program: HR Leaders . . . . . . . . . . . . . . . . . . . . . . . October 9 - 14, 2005 Amsterdam, The Netherlands
Talent Management Working Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . October 21, 2005 New York, NY
CAHRS Executive Briefing Profiling TYCO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . October 24, 2005 Princeton, NJ
Talent Management Working Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . November 4, 2005 Greenwood Village, CO 
Hosted by Michael D’Ambrose, First Data Corporation
CAHRS Fall Sponsor Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . November 9 - 10, 2005 Ithaca, NY
HR Challenges for Achieving Rapid, Profitable, 
and Sustainable Organizational Growth
SHRLOE Symposium. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . November 11, 2005 Ithaca, NY
“Mergers & Acquisitions: Maximizing the Value of the Deal”
TNT Custom Program: HR Leaders . . . . . . . . . . . . . . . . . . . . . November 13-18, 2005 Amsterdam, The Netherlands
CAHRS European Initiative Meeting . . . . . . . . . . . . . . . . . . . . . . . . . December 7, 2005 The Hague, The Netherlands
Hosted by Hugh Mitchell, Shell
Talent Management Working Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . December 16, 2005 New York, NY
Talent Management Working Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . January 5, 2006 Bad Hamburg, Germany
Hosted by Willem Lammertink, Johns Mansville
CAHRS Spring Sponsor Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . May 10 - 11, 2006 Ithaca, NY 
CAHRS Spring International Sponsor Meeting . . . . . . . . . . . . . . . June 27 - 28, 2006 Amsterdam, The Netherlands
ILR Orientation and CAHRS Executive Roundtables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . August 22, 2006 Ithaca, NY
CAHRS Fall Sponsor Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . November 1 - 2, 2006 Ithaca, NY
ILR Executive Education & Events
American Express Custom Program:  Global HR . . . . . . . . . . . . . . . . . . . . . . . September 15 - 16, 2005 New York, NY
AstraZeneca Custom Program: HR Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . September 19 - 23, 2005 Wilmington, DE
HR Strategy: Creating Competitive Advantage . . . . . . . . . . . . . . . . . . . . . . . . . . . September 25 - 30, 2005 Ithaca, NY 
Through People 
TNT Custom Program: HR Leaders. . . . . . . . . . . . . . . . . . . . . . . October 9 - 14, 2005 Amsterdam, The Netherlands
Talent Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . October 27 - 28, 2005 New York, NY
Managing for Impact:  HR Metrics and Firm Performance . . . . . . . . . . . . . . . . . November 3 - 4, 2005 Arlington, VA
TNT Custom Program: HR Leaders . . . . . . . . . . . . . . . . . . . . November 13 - 18, 2005 Amsterdam, The Netherlands
American Express Custom Programs: 
HR Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . November 30 - December 1, 2005 New York, NY
HR & Bottom Line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . January 19 - 20, 2006 New York, NY
HR Leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . February 2 - 3, 2006 San Francisco, CA
TNT Custom Program: HR Leaders . . . . . . . . . . . . . . . . . . . . . . . March 19 - 24, 2006 Amsterdam, The Netherlands
TNT Custom Program: HR Leaders. . . . . . . . . . . . . . . . . . . . . . . . . April 23 - 28, 2006 Amsterdam, The Netherlands
HR Transformation:  Partnering to Achieve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . April 30 - May 5, 2006 Ithaca, NY
Functional Excellence
Shell Custom Program: Strategic Business Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . May 14 - 19, 2006 Houston, TX
For more information, contact Jo Hagin at 607/255-9358 or email: jap7@cornell.edu, or visit our website at: 
www.ilr.cornell.edu/cahrs/Calendar.html
hrSPECTRUM September - October 2005 P A G E  T E N www.ilr.cornell.edu/cahrs/