Aligning Human Resources and Business StrategyWhat difference can an aspiring HR strategist really make to business value? Is HR making the most of its new opportunities to become a pivotal part of the business? In a world where HR can suffer from a low, administrative, profile, Linda Holbeche shows how some HR strategists have impressed and delivered at the highest level. Building on surveys undertaken through Personnel Today magazine, and research via Roffey Park Management Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilised their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence. Case studies include M&A policies, organisational design, retaining high flyers in an international environment, and core competency approaches, Linda Holbeche's previous book on Motivating People in Lean Organizations was shortlisted for last year's MCA book prize. As featured in Personnel Today magazine (controlled circulation of 40 000) Case studies and vignettes on managing change, influencing organisational design and identifying and retaining talent Author's last book shortlisted for MCA book prize |
Contents
Beyond internal consultancy the need | 3 |
The context for strategic Human Resources | 29 |
3 | 46 |
Copyright | |
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360-degree feedback able achieve activities agenda aligned approach areas assessment assignments Balanced Scorecard behaviour benefits BNFL BP Amoco business strategy career development cent centre challenge communication competencies competitive corporate CPBG create cross-boundary culture Dave Ulrich devel directors Dow Corning effective employees ensure feedback flatter structures flexible focus function Geoff Rogers global high flyers HR processes HR professionals HR strategy HR team Human Resource identify impact implementation important individuals integration involved issues knowledge knowledge management KPMG leaders leadership learning line managers linked measures ment merger motivation operational opportunities organization organization's organizational organizational learning performance Personnel potential practices priorities programme psychological contract recruitment responsibility reward role schemes senior managers share skills staff Standard Chartered Bank strategic HR succession planning suggests teamworking Thresher tion Typically workforce