Aligning Human Resources and Business Strategy
What 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
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Measuring the impact of strategic HRM
Aligning business and HR strategies
Strategies for managing and developing talent
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360-degree feedback achieve activities agenda aligned approach areas assessment Balanced Scorecard behaviour benchmarking beneﬁts BNFL BP Amoco business strategy career development cent centre challenge communication company’s competencies competitive concemed corporate CPBG create culture deﬁned difﬁcult diﬁerent effective eﬁective employees ensure extemal feedback ﬁnancial ﬁnd ﬁnding ﬁrm ﬁrst ﬂatter ﬂexible focus Geoff Rogers global high ﬂyers HR processes HR professionals HR strategy HR team Human Resource identiﬁed impact implement important individuals inﬂuence integration intemational involved issues knowledge knowledge management KPMG Kwik-Fit leaders leadership leaming line managers linked measures ment merger motivation operations opportunities organization organization’s organizational people’s performance Personnel potential programme qualiﬁcations recruitment reﬂect responsibility reward Roffey Park role satisfaction Scorecard senior managers signiﬁcant skills speciﬁc staff staﬁ strategic HR structures succession planning teamworking Thresher tion workforce