HR Strategy for the High Performing Business: Inspiring Success Through Effective Human Resource Management

✍ Scribed by Ap Eigenhuis, Rob Van Dijk

• Publisher: Kogan Page
• Year: 2008
• 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.В  Basing their ideas on their own experiences and on work done by a Unilever team, they introduce an online checklist that identifies areas of corporate weakness, and they explain how to use the results to build a new human resources agenda that brings together executives and HR leaders.В  The checklist focuses on the people-side of business and contains nine sections made up of 30 questions relating to: energizing leadership to mobilize people, building the team, shared vision and values, strategic framework, an aligned and lean organization, high-performing empowered teams, coaching, creating a winning organizational climate, and delivering results and rewards.

В 

Published in hardcover as High Performance Business Strategy.

✦ Table of Contents

Table of contents
......Page 8
Copyright
......Page 7
Part 1 High-performance business strategy and HR......Page 12
Introduction......Page 14
‘The New Business HR Agenda’......Page 15
High-performance business......Page 17
The ability to attract and retain talented people......Page 19
Introduction......Page 22
Identify strategic thrusts for HR......Page 24
Use the web tool ‘The New Business HR Agenda’......Page 26
What business are we in?......Page 28
The agenda and HR strategy......Page 31
What is new?......Page 32
Summary......Page 35
4 The new business HR agenda and the HR function......Page 38
Clarity of business HR priorities......Page 41
Part 2 The checklistquestions......Page 46
5 The 56 checklist questions......Page 48
Part 3 Understanding the checklist to enable dialogue and implementation......Page 90
6 Section 1: Energizing leadership to mobilize people......Page 92
Energizing leadership: what it is not......Page 93
Energize – engage – commit......Page 96
Connected leaders......Page 101
Leadership and accountability......Page 102
Speed up execution......Page 104
Dealing with increasing pressures and complexity......Page 105
Introduction......Page 108
Leadership development......Page 109
Dynamic position profiling......Page 111
Importance of talent management......Page 113
Track record and time in job......Page 114
Introduction......Page 116
Shared vision and engagement......Page 117
The role of values......Page 120
Trust and integrity......Page 122
Trust and betrayal......Page 123
Use of surveys to check the pulse......Page 124
Introduction......Page 126
A framework......Page 127
Strategy into action and aligned variable pay practices......Page 128
Compelling communication......Page 129
‘Must stops’......Page 130
Introduction......Page 132
Organization structure and strategic priorities......Page 133
Being lean and benchmarking......Page 136
Work plans and targets......Page 137
Building broader organizational capabilities......Page 138
Introduction......Page 140
Teams develop......Page 141
Successful teams add value......Page 142
International and global teams......Page 144
Track record and time in job......Page 147
Introduction......Page 150
Find a common definition......Page 152
The importance of training in building a coaching culture......Page 153
Coaching competencies and performance management......Page 155
Coaching and inspiring conversations......Page 156
Introduction......Page 160
Leadership styles and organizational climate......Page 161
Climate surveys......Page 162
Feedback cycle......Page 164
Benefits of commitment......Page 165
Sustainable commitment through corporate social responsibility......Page 166
Introduction......Page 168
Reward needs to be deserved......Page 169
Target setting and aligned (variable) pay practices......Page 171
Deliver consistent results over time and (variable) pay......Page 172
Part 4 Future contexts and considerations for business HR......Page 174
Corporate governance......Page 176
International HR competencies required......Page 177
The growing importance of private equity......Page 178
16 Private equity and business HR: disaster or blessing?......Page 180
Differences between public and private companies......Page 181
Adding value through HR......Page 183
17 HR outsourcing......Page 184
Main drivers of outsourcing......Page 185
Managing the risks of HR outsourcing......Page 187
18 The creation of HR value in different sectors......Page 190
Chemicals......Page 191
Consumer products......Page 192
Education......Page 193
Finance......Page 195
Healthcare......Page 196
Manufacturing......Page 197
Oil and gas......Page 198
Pharmaceuticals......Page 200
The public sector......Page 201
Retail......Page 202
Technology......Page 203
Telecommunications......Page 204
Utilities......Page 205
Index......Page 208