High Performance Business Strategy: Inspiring Success Through Effective Human Resource Management

✍ Scribed by Ap Eigenhuis

• Publisher: Kogan Page
• Year: 2007
• Tongue: English
• Leaves: 225
• Category: Library

✦ Synopsis

Authors Ap Eigenhuis and Rob van Dijk see a natural alliance between the CEO and the HR executive. HR executives, they argue, must position themselves in the forefront of solving new business challenges. In High Performance Business Strategy, they show senior management -- both within HR and outside of it -- how to analyze the weak points in a business and focus HR on transforming the problem areas. They introduce a unique online checklist that identifies areas of corporate weakness, and they explain how to use the results to build a new HR strategy. Throughout the book and the checklist, the authors have incorporated state-of-the-art knowledge on what works in large, international organizations. This knowledge is based on their experience working with CEOs and senior executives in large, international corporations and on exclusive access to research conducted by the Hay Group.

✦ Table of Contents

Contents......Page 7
1 High-performance business strategy and HR......Page 11
Introduction......Page 13
‘The New Business HR Agenda’......Page 14
High-performance business......Page 16
The ability to attract and retain talented people......Page 18
Introduction......Page 21
Identify strategic thrusts for HR......Page 23
Use the web tool ‘The New Business HR Agenda’......Page 25
What business are we in?......Page 27
The agenda and HR strategy......Page 30
What is new?......Page 31
Summary......Page 34
4 The new business HR agenda and the HR function......Page 37
Clarity of business HR priorities......Page 40
2 The checklist questions......Page 45
5 The 56 checklist questions......Page 47
3 Understanding the checklist to enable dialogue and implementation......Page 89
6 Section 1: Energizing leadership to mobilize people......Page 91
Energizing leadership: what it is not......Page 92
Energize – engage – commit......Page 95
Connected leaders......Page 100
Leadership and accountability......Page 101
Speed up execution......Page 103
Dealing with increasing pressures and complexity......Page 104
Introduction......Page 107
Leadership development......Page 108
Dynamic position profiling......Page 110
Importance of talent management......Page 112
Track record and time in job......Page 113
Introduction......Page 115
Shared vision and engagement......Page 116
The role of values......Page 119
Trust and integrity......Page 121
Trust and betrayal......Page 122
Use of surveys to check the pulse......Page 123
Introduction......Page 125
A framework......Page 126
Strategy into action and aligned variable pay practices......Page 127
Compelling communication......Page 128
‘Must stops’......Page 129
Introduction......Page 131
Organization structure and strategic priorities......Page 132
Being lean and benchmarking......Page 135
Work plans and targets......Page 136
Building broader organizational capabilities......Page 137
Introduction......Page 139
Teams develop......Page 140
Successful teams add value......Page 141
International and global teams......Page 143
Track record and time in job......Page 146
Introduction......Page 149
Find a common definition......Page 151
The importance of training in building a coaching culture......Page 152
Coaching competencies and performance management......Page 154
Coaching and inspiring conversations......Page 155
Introduction......Page 159
Leadership styles and organizational climate......Page 160
Climate surveys......Page 161
Feedback cycle......Page 163
Benefits of commitment......Page 164
Sustainable commitment through corporate social responsibility......Page 165
Introduction......Page 167
Reward needs to be deserved......Page 168
Target setting and aligned (variable) pay practices......Page 170
Deliver consistent results over time and (variable) pay......Page 171
4 Future contexts and considerations for business HR......Page 173
Corporate governance......Page 175
International HR competencies required......Page 176
The growing importance of private equity......Page 177
16 Private equity and business HR: disaster or blessing?......Page 179
Differences between public and private companies......Page 180
Adding value through HR......Page 182
17 HR outsourcing......Page 183
Main drivers of outsourcing......Page 184
Managing the risks of HR outsourcing......Page 186
18 The creation of HR value in different sectors......Page 189
Chemicals......Page 190
Consumer products......Page 191
Education......Page 192
Finance......Page 194
Healthcare......Page 195
Manufacturing......Page 196
Oil and gas......Page 197
Pharmaceuticals......Page 199
The public sector......Page 200
Retail......Page 201
Technology......Page 202
Telecommunications......Page 203
Utilities......Page 204
Index......Page 207