Editor's Note

As an editor, it is my job to read as many articles and stories written about the HR industry as I can. Often, I see a lot of the same ideas and information rehashed and reformatted. This duplication isn't all bad, because not everyone reads everything all of the time, and sometimes, we need to be reminded of certain concepts or hear them communicated in a different way. But while reading and editing this month's articles, even I couldn't help but get inspired with the new, and possibly controversial, ideas presented.

It starts with Dr. Jac's column above on the global market. No sympathy or hand-wringing allowed. Dr. Jac takes businesses and HR to task on developing more competitive workforces who can create world-class products and offer the most compelling services.

This month's CEO Best Practices Interview features one of the top ten employers on the 2006 Fortune "100 Best Companies to Work For" list. Griffin Hospital isn't just talking about employee communication and engagement strategies, they are acting on them. Read about their organization-specific events, training and involvement activities that build employee trust and ownership.

Dave Forman of the Human Capital Institute challenges readers to go beyond an exclusive focus on the C-suite for succession planning. Forman states, "The talent review process must extend down several levels in the organization to identify the real difference makers, the Ômust haves' in various departments and functions. These are the key jobs and people who will cause the organization to stumble if positions are left vacant, even for a few weeks."

Last, but by no means least, is a provocative column from Scott Christopher on the direction of HR. Most of the industry has jumped on the band wagon of responding to strategic business needs, but at what cost? Read how HR may be in danger of drifting off course. After you read Christopher's column, it may be worth going back and reading the article on Griffin Hospital, an organization whose HR practices are definitely on track. HC

HC

Betty Hintch, Editor