HR Strategy, Second Edition: Creating business strategy with human capital

✍ Scribed by Paul Kearns

• Publisher: Butterworth-Heinemann
• Year: 2009
• Tongue: English
• Leaves: 229
• Edition: 2
• Category: Library

✦ Synopsis

With a huge proportion of any organization's expenditure invested in human resources and economic pressures demanding that companies become leaner than ever, it has never been more important for HR professionals to think and act strategically to turn their people planning into profit.

Focusing on HR as a key driver of competitive advantage and sustainable success, HR Strategy , second edition, demonstrates how to create a winning human resource strategy by predicting the results you expect to see and developing a workable, measurable plan for managing human capital. All of this requires an ability to tap into the needs of individual employees to unleash their maximum value.

This concise, easy-to-read text takes a practical, how-to approach, covering both the wide-angle theory and the day-to-day practice. This new edition includes:

• Updated case studies to demonstrate how strategies work in different organizational contexts
• Thorough revision throughout to incorporate the latest theories, developments, tools and measures
• Increased focus on the questions you need to ask about how your organization is configured, its values and principles, and what changes can be made from the ground up

                                     * New edition features updated case studies and thorough revision throughout to incorporate the latest theories, developments, tools and measures * Now with increased focus on the questions you need to ask yourself about your organization's drivers and values in order to make real changes from the ground level up * Written by recognised leading consultant featured in HR Magazine's Most Influential list of 2008

✦ Table of Contents

HR Strategy......Page 3
Copyright
......Page 5
Contents......Page 6
Author
......Page 10
Preface
......Page 12
Introduction......Page 16
PREDICTING THE FUTURE FOR YOUR PEOPLE......Page 21
HR-BUSINESS STRATEGY AND THE ART OF WAR......Page 26
HR-BUSINESS STRATEGY IS INHERENTLY COMPLEX......Page 29
SO WHAT IS A HIGH-VALUE ORGANIZATION?......Page 30
THE TOYOTA WAY......Page 34
A ‘NEW’, GENERIC, STRATEGY......Page 37
REPORTING ON STRATEGY......Page 39
WHY MOST EXISTING HR ‘STRATEGIES’ ARE NOT WORTHY OF THAT NAME......Page 41
DEVELOPING YOUR OWN HR-BUSINESS STRATEGY......Page 43
THREE MISSION STATEMENT TESTS......Page 47
STRATEGY......Page 48
THE ‘BEST’ BUSINESSES DO NOT NECESSARILY HAVE THE BEST HR STRATEGIES......Page 51
THE HR-BUSINESS STRATEGY MATRIX......Page 56
SOME GOLDEN RULES AND PRINCIPLES OF STRUCTURAL, ORGANIZATION DESIGN......Page 59
SYSTEMS......Page 61
HUMAN SYSTEMS AND ORGANIZATIONAL CULTURE......Page 64
AVOIDING DEFAULT MODE......Page 67
THE GOLDEN TRIANGLE – STRUCTURE, PROCESS, ROLES......Page 73
A STRATEGIC HR-BUSINESS REQUIRES STRATEGIC LEARNING......Page 78
THE LEARNING MATURITY SCALE......Page 82
HOW DO YOU MANAGE PEOPLE?......Page 85
SMOKING KILLS! – LESSONS IN EMPLOYEE ENGAGEMENT......Page 86
EMPLOYEE RETENTION IS A VALUE PROPOSITION......Page 88
STRUCTURAL STAFF TURNOVER AND RETENTION......Page 91
A SIMPLE MODEL OF PEOPLE MANAGEMENT......Page 92
TESTING HR THEORIES......Page 95
‘MAGIC’ PILLS AND HR ‘HOMEOPATHY’......Page 96
THE HR ‘CATCH-22’......Page 100
THE MYTH OF ‘CHANGE MANAGEMENT’......Page 103
INDIVIDUALLY CENTRED HR-BUSINESS STRATEGIES......Page 108
‘‘WHATEVER PEOPLE SAY HR IS – THAT’S WHAT IT’S NOT’’......Page 111
THE THREE-BOX PRIORITY SYSTEM......Page 114
GETTING HR STRUCK OFF......Page 116
THE HR MATURITY SCALE......Page 117
THE STAGES OF THE HR MATURITY SCALE......Page 119
ORGANIZATIONAL INDICATORS OF MATURITY......Page 130
CALL THAT AN HR-BUSINESS STRATEGY?......Page 135
HR-BUSINESS STRATEGY MUST ENGAGE THE BUSINESS, NOT THE LATEST FAD......Page 136
DO CEOs MAKE GOOD HR-BUSINESS STRATEGISTS?......Page 141
THE PERFORMANCE OR ‘VITALITY’ CURVE......Page 142
LEADERS, BACKBONE, DEAD WOOD AND THE DANGER ZONE......Page 145
PROFESSIONAL MANAGEMENT AND HR-BUSINESS STRATEGISTS......Page 148
HR-BUSINESS STRATEGISTS ARE GREAT FORECASTERS......Page 149
EVIDENCE-BASED HUMAN CAPITAL MANAGEMENT (HCM)......Page 150
PUTTING A VALUE ON HUMAN CAPITAL –THE HCM REVOLUTION......Page 152
SO WHAT EXACTLY IS VALUE?......Page 155
THERE ARE NO INTANGIBLES IN HCM......Page 157
THE PARADIGM SHIFT IN MANAGING PEOPLE – THE FOCUS ON VALUE......Page 159
PEOPLE MANAGEMENT CANNOT BE REDUCED TO A FORMULA......Page 161
WE ALL MEASURE EVERYTHING WE DO......Page 162
SOFT AND HARD MEASURES – WHAT IS THE DIFFERENCE?......Page 163
THE BALANCED BUSINESS SCORECARD......Page 165
EFQM – EUROPEAN QUALITY AWARD/EXCELLENCE MODEL......Page 167
INVESTORS IN PEOPLE (IIP)......Page 168
COMMON MEASURES ARE WORTH REVISITING......Page 170
INSTALLING A HUMAN, PERFORMANCE MANAGEMENT SYSTEM......Page 174
TESTING THE SYSTEM......Page 175
ASSESSING AND REPORTING ON HUMAN CAPITAL MANAGEMENT......Page 176
GREENFIELD OR BROWNFIELD?......Page 183
HOW MUCH INFLUENCE DOES LOCAL CULTURE HAVE?......Page 184
WHAT ABOUT A CLEAR PHILOSOPHY ON PAY AND REWARDS?......Page 186
HOW DO UNIONS FIT IN?......Page 188
HR-BUSINESS STRATEGY NEEDS STRONG PSYCHOLOGICAL CONTRACTS......Page 191
IS HR-BUSINESS STRATEGY APPROPRIATE WHEN THERE ISN’T A ‘BUSINESS’?......Page 195
NO SIMPLE ALGORITHM BUT A COMPREHENSIVE REPORT......Page 199
HCM AGENDAS......Page 200
THE COMMON SENSE TEST......Page 201
EVIDENCE-BASED MANAGEMENT......Page 202
DAMN LIES AND STATISTICAL INTEGRITY......Page 204
GOOD AND BAD POLITICS......Page 207
NOTES, NARRATIVE AND INTERPRETATIONS OF THE HCM REPORT......Page 209
CASTING A CRITICAL, HUMAN CAPITAL EYE OVER SOME REAL ORGANIZATIONS......Page 219
THE UK NATIONAL HEALTH SERVICE (NHS)......Page 220
UNIVERSITIES AND HIGHER EDUCATION......Page 221
MONOPOLIES......Page 222
NATIONAL AND INTERNATIONAL HR-BUSINESS STRATEGY......Page 223
Index......Page 225

✦ Subjects

Библиотека;Работа и бизнес;