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HRPS People & Strategy Journal 38.1 (April 2015) Call for Papers “HR’s Emerging Role in Corporate Governance” A special issue of the P&S journal exploring current trends, research, experience and practical advice regarding the continuing transformation of corporate governance and its impact on top HR executives and key members of their organizations Theme of the Upcoming Issue Within a remarkably short period of time—less than three decades—the nature of corporate governance in the U.S. has undergone an historic transformation, with profound implications for senior HR practitioners. As boards made the initial transformation from ritualistic rubber stamp to overseer of regulatory compliance, the impact on HR was relatively minor and indirect. But now, as boards become increasingly involved in key operational areas—such as leadership succession, talent management, executive compensation, workforce diversity, globalization, etc.—HR leaders find themselves front and center on the board’s agenda. Consequently, HR now has the opportunity to play a greater role than ever in influencing corporate governance, along with a brand new set of risks. The goal of this special issue is to provide senior HR practitioners with current thinking, research, experience and practical advice regarding the continuing transformation of corporate governance and what it will ultimately mean for the top HR executives and key members of their organizations. Topics to Consider For the People & Strategy Special Issue on HR’s Emerging Role in Corporate Governance, we are looking for a diverse collection of experience-‐ and evidence-‐based articles oriented toward senior practitioners in management positions, including those who deal directly with boards of directors as well as those who play a critical, ongoing role in providing information and guidance to the board. Contributions are expected to provide the latest research and practical insights about the increasingly important role that HR is playing with organizations’ boards. Submissions are expected to address the following sets of questions, although qualifying articles on other relevant dimensions of the overall topic are welcomed: 1. What role should HR play in helping the board do a better job of overseeing and understanding talent-‐related risk? What are the essential questions the board should be asking, and what is the essential information that HR should be providing? 2. What is HR’s role in both guiding and supporting the board through “best in class” executive succession? 3. What are the appropriate boundaries between HR and the board when it comes to ensuring that management designs and delivers on a rigorous talent strategy? 4. With executive compensation under the microscope, how does HR provide real value to the board, balancing organizational needs against shareholder concerns? 5. How do CHROs successfully influence boards of private equity portfolio companies who, because of investment strategy and professional background, typically place a lower priority on talent-‐related issues? 6. How do effective CHRO’s navigate the delicate balance between providing forthright guidance to the board while maintaining the confidence and support of the CEO? 7. How should HR manage the unique dynamics that shape their relationship with the boards of nonprofits? 8. How does the role of HR and the board change as companies become more global, and how might these roles change in companies headquartered in major commercial centers outside of North America, especially Europe, Asia, Middle East, and Latin America? 9. To what extent should HR be positioning itself in a special role reporting to the board, rather than just through management, much as the internal audit function (and, to some degree, the legal function) does today? Our Audience The typical reader of People & Strategy is an internal human resource executive or consultant seeking actionable and practical advice based in sound research. Our reader wants to be challenged by new models, approaches, and ideas. Our readers are experienced, knowledgeable and work in and for a variety of organizations across the globe. They turn to People & Strategy for clear, actionable, and thought-‐provoking articles on current topics. Types of Submissions Articles can take a number of forms, including frameworks for understanding and taking action on a topic, presentation of research findings with interpretation, case studies illustrating best practices, or essays advocating new ways of thinking about an issue. Articles from consultants are especially interesting when they are written collaboratively with practitioners from a client company. We are also interested in book reviews. Please do not submit literature reviews or purely theoretical pieces. Submissions will be reviewed by members of the journal’s editorial review board. Criteria for evaluation include: significance of the contribution to the field of human resource management; usefulness of knowledge; fact-‐based stories; timeliness of content; originality; provocative nature of the content; quality of the data supporting the points; logic; international focus; and level of writing. Reviewers’ comments will be sent to authors. The first step is to submit an one-‐page proposal and the author’s bio by October 17 (see timetable below). If accepted, we will then guide you on development of your article. Writing Style and Guidelines Articles can range from 2,000 to 2,500 words. Perspectives articles range from 700 to 500 words. Book reviews should be 500 words. See example of former issues articles here. We are looking for articles that have the following attributes: • Strategic importance: Has a link to business decisions and doesn’t rehash well-‐known information; should be the type of article an HR reader might pass on to a business executive to educate him or her about a concept, provide the basis for a discussion or influence thinking • Impact: Has practical use for the HR executive reader, as well as a business reader; for example, does not just present research findings but also discusses applications • Actionable: Focuses on solutions, not just descriptions of issues • Grounded: Based on research, theory (with examples), or proven practice to provide a “proof of concept,” not just armchair observation; provides frameworks that can be applied in a variety of situations • Point of view: Makes a case for thinking about a topic differently • Readable: Nonacademic prose; active verbs and minimal jargon About People & Strategy People & Strategy is a professional journal published quarterly by HRPS. The journal is sent electronically to more than 2,000 members of HRPS and is available for sale through affiliated organizations and to the public. Our authors are academics, management consultants, practitioners and business executives who are thought leaders from a range of fields. Our articles are grounded in theory and research but are written in a straightforward manner to provide our readers with the frameworks to make better decisions in executing the strategy of their organizations. Publication Timetable and Submission Information All proposals should be sent electronically to Anna Tavis, Executive Editor, HR People & Strategy at: Editor@hrps.org. (No hardcopy submissions will be accepted.) Please designate in your email that this submission is for the Spring 2015 Issue—HR’s Emerging Role in Corporate Governance. Please indicate if your article is based on any prior publication or is also currently submitted to another publication for consideration. October 17, 2014 Proposals due: Submit a one-‐page overview of article concept and author’s bio. November 7, 2014 We will provide feedback and direction on your concept. December 8, 2014 Articles due: Submit a well-‐written draft ready to be edited. January 9, 2015 We will indicate if the article is accepted, and, if so, what revisions are needed; if your article is accepted we will work closely with you to shape and revise it. All articles must be in edited final form by February 2. The editors for this special issue of People & Strategy include: • Anna Tavis, Executive Editor, People & Strategy journal • Steve Hanks, Associate Editor, People & Strategy journal Guest Editors: • David Nadler, Ph.D., a principal and co-‐founder of Nadler Advisory Services, a firm that consults with boards of directors, CEOs, and executive teams on issues of leadership • Mark Nadler, a principal and co-‐founder of Nadler Advisory Services Review Process Contributions will be reviewed by a committee, and each paper will get at least three independent reviews, based on criteria including relevance, clarity, soundness and power of the arguments, generality of results/claims, and novelty. Papers will be accepted based on this criteria and space availability. Accepted papers will be published in an attributable form in the Spring 2015 edition of People & Strategy. Copyright Policy Here is the link to HRPS Copyright Policy.