CANADIAN HR STRATEGY/13
involve regular, full-time employees, so by that I mean work
that one might never have thought could be done that way is
increasingly being done that way."
The Siemens-Disney partnership is an example of a very dif-
ferent way of thinking, he said.
"Instead of saying, 'Which of our employees is the best mar-
keter or how can we hire great marketers?' to step back and
say, 'Where are the best people in the world to do this work?'"
he said. "What's going on now is that that movement toward
thinking about the work potentially being outside traditional
employment is opening up a lot of different elements for the
way people are managed and the way we think about that."
A number of human resources people are seeing this trend,
but it can be a challenge to have their leadership team realize
the implications for the organization and the way the organiza-
tion engages with workers, said Boudreau.
"On the other side, there are a few CEOs and leadership
teams that are seeing this, and sometimes it's challenging for
them to get their HR organization to think beyond its tradition-
al policies, practices, etcetera, that pretty much assume work
FEATURE/FUTURE OF HR
Rather than reinventing
the wheel for marketing to
children, Siemens partnered
with Disney to help market a
new line of hearing aids
it made for children.
