Aligning Human Resources and Business Strategy | by Linda Holbeche | ISBN: 9780750653626. HR Books. Strategic HRM. Holistic HR Frameworks. Strategic Recruitment. Strategies for Developing People. High Performance HR Work Practices.

November 23, 2009 by kutenk
Filed under: Business Books 

Aligning Human Resources and Business Strategy

by Linda Holbeche
ISBN:9780750653626

Featuring profiles and case studies from top HR strategists who have used their skills to deliver a variety of key business objectives, this book shows how you can strengthen and prove the relationship between people strategy and business success.

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Aligning Human Resources and Business Strategy







Foreword by David Hussey
Foreword by Clive Morton
Preface
Part 1 – The Need for Strategic HRM
Chapter 1 – Beyond Internal Consultancy—The Need for Strategic Human Resources

Overview
The Changing Role of Personnel
People as Assets
Raising the Game
What Makes Strategic HRM ‘More Strategic’ than HRM?
‘Fit’ with Business Strategy
Operating as a Business Partner—What Do CEOs Need from HR?
Reorienting HR to High Added-Value Contributions
Transforming HR’s Role
What HR Can be Valued for and Should Build On
Towards a Strategic HR Agenda
Checklists on the Role of HR
References

Chapter 2 – The Context for Strategic Human Resources
The Changing Business Environment
Governance of Society is Mutating
The Changing Nature of the Workplace
What Can HR do About Balance?
The Future
Conclusion
Checklists On Organizational Design
References

Chapter 3 – Measuring the Impact of Strategic HRM
Overview
The Business Case for Addressing Employee Needs
Predictors of Business Results
Holistic Frameworks—The Business Excellence Model and the Balanced Scorecard
The Executive Scorecard
How Can HR Add Value?
Benchmarking
The Service-Profit Chain
The Sears Turnaround
Strategic Planning in Dow Corning
Conclusion
Measurement Checklists
References

Chapter 4 – Aligning Business and HR Strategies
Approaches to Developing Corporate Strategy
Planned Versus Emergent
Aligning the Organization to the Business Direction
Building Competitive Advantage
How Can HR Strategies be Fully Aligned?
Aligning HR and Business Strategies through HR Planning
Alignment through Organization Development
Aligning the Structure of HR with the Organizational Strategy
Empowerment
Aligning Training and Development to Business Strategy
Strategic Alignment through Competencies
Integrating HR Processes at BNFL
Aligning HR Strategies in UK Local Government
Alignment Checklists
References


Part 2 – Strategies for Managing and Developing Talent
Chapter 5 – Managing and Rewarding for High Performance

The Changing Nature of Workplaces
The Role of HR in Creating Integration
High-Performance Work Practices
How Can HR Help to Implement High-Performance Work Practices?
Performance Management
Reward Strategies
The Need to Revise Reward Strategies
What Reward Strategies are Appropriate in Changing Organizations?
Flexible Benefits
How do People Want to be Rewarded?
Recognition
Conclusion
Checklist for Reward Strategies
References


Chapter 6 – Working Across Organizational Boundaries
Forms of Cross-Boundary Working
The Challenges of Working Across Boundaries
Cross-Boundary Working—A Manufacturing Case Study
The Characteristics of Successful Cross-Boundary Teamworking
International Teamworking at Ericsson
Conclusion
Checklist for Cross-Boundary Teams
References

Chapter 7 – Recruitment and Retention Strategies
Overview
Strategic Recruitment
The Recruitment Process
Generation X
Recruiting and Getting the Best Out of Generation X
Motivation and Retention
Towards a Strategic Approach to Retention
Elements of a Retention Strategy
Helping Managers to Make the Difference
Conclusion
Recruitment and Retention Checklist
References

Chapter 8 – Strategies for Developing People
Overview
Needs Analysis
Evaluation
Prioritizing Development Needs Using Competencies
Prioritizing Resource Allocation According to Different Development Needs
Development Needs of High Flyers
How do High Flyers Learn Best?
Supporting the Development of High Flyers
How Can Directors be Developed?
Supporting Managers’ Development
Methods of Learning
Conclusion
Checklist for Development Needs
References

Chapter 9 – Developing Effective Career Strategies
The Changing Psychological Contract
The Effect of Flatter Structures on Employees
The Growth of Flatter Structures
New Forms of Career Development?
The Paradoxical Effects of Flatter Structures on Roles
A ‘Success Template’?
The Role of HR Professionals
Towards a New Psychological Contract—Helping People to Help Themselves
Career Development at Standard Life—An Update
Developing Innovative Career Tracks in a Scientific Environment
Career Management within KPMG UK
Corporate-Wide Support Mechanisms
Some Local Initiatives
Tensions Relating to Achieving Career Success
Careers in the Future—Opportunities and Challenges
Conclusion
Checklist for the New Career Structures
References

Chapter 10 – Developing International Managers
The Growth of International Business
What is an International Organization?
The Role of the International Manager
What Does an ‘International’ Role Look Like?
How Willing are Managers to Accept an International Assignment?
Organizational Versus Individual Expectations
The Role of HR in Managing Assignments
International Mobility at Ericsson
Selecting International Managers
Recruiting and Developing International Managers in BP Amoco
The Skills of International High Flyers
Developing International Managers
Developing International Managers at Standard Chartered Bank
Conclusion—Benefiting from International Leadership
Checklist for International Management Strategies
References

Chapter 11 – High-Potential Assessment and Succession Planning
The Changing Shape of Succession
Conventional Fast-Track Schemes and Succession Planning
Changing Career Messages
The Assessment and Development of High Potential at BP Amoco
Succession Planning for the Top Jobs in BP Amoco—A Strategic Approach
The Changing Employment Context
What’s Happening to Fast Tracking?
Recommendation One: Integrate Succession Planning with Other Initiatives
Recommendation Two: Be Clear About What Else You Want to Achieve through Succession Planning
Recommendation Three: Create the Processes, Then Assess and Monitor Performance
A Partnership—Balancing the Needs of the Organization with Those of the Individual
Conclusion
Checklist for Succession Planning
References

Part 3 – HR as a Strategic Function
Chapter 12 – HR Strategists in Action

Developing a Strategic HR Agenda
Repositioning HR—From Transactional to Value Added
HR Competencies
Adding Value at Standard Life
Conclusion
Checklist for Strategic HR Practitioners
References

Chapter 13 – International Approaches to HRM
Overview
A Global HR Agenda
Developing Global Leaders
Supporting Transnational Teams
Building a Global Culture in Standard Chartered Bank
Checklists On Globalizing and Supporting the International Business
References

Part 4 – Implementing Strategic Change
Chapter 14 – Bringing About Strategic Change

Overview
What is Meant by ‘Culture Change’?
Approaches to Changing Cultures
Communication and Leadership
Helps and Hindrances in Managing Change
Checklist—Developing a Positive Climate for Change
Developing a Customer-Focused Culture in Standard Life
The Role of HR in Supporting Change
Measuring Progress—And Success
Lessons Learned
Change at Thresher—Updating the Operations Development Project Story
Winning Board Commitment
Creating the Principles for Managing Change
The HR Contribution
Capturing the Learning
A Success Story…
An Individual’s Experience of the Change Process
Getting the Balance Right
1999 and Beyond
Key Learning Points
Checklists on Change Management
References

Chapter 15 – Mergers and Strategic Alliances
Overview
The Growth of Mergers
What Separates Merger Partners
Mergers Need Managing
Communication
Waves of Change
The Whitbread Case: The Integration of Peter Dominic with Thresher
Key Learning Points
How HR Can Help an Organization through a Merger
Alliances
Making Alliances Work
Conclusion
References

Chapter 16 – Creating a Learning Culture
Overview
Knowledge Management
How Can Barriers to the Sharing of Knowledge be Overcome?
How Organizations are Developing Intellectual Capital
Moving Towards Organizational Learning
Networking
Culture Change at Sainsbury’s Logistics Division
Open Access Development Centres at Standard Life
Sun Microsystems
Creating a Self-Development Culture at the National Air Traffic Services (NATS)
Conclusion
References

Conclusion
Overview
References

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Comments

3 Comments on Aligning Human Resources and Business Strategy | by Linda Holbeche | ISBN: 9780750653626. HR Books. Strategic HRM. Holistic HR Frameworks. Strategic Recruitment. Strategies for Developing People. High Performance HR Work Practices.

    [...] Excerpt from: Aligning Human Resources and Business Strategy | by Linda Holbeche … [...]

    [...] Excerpt from:  Aligning Human Resources and Business Strategy | by Linda Holbeche … [...]

  1. Anonymous on Wed, 10th Feb 2010 1:40 am
  2. I wish I had read this article last month, it would have made my job easier…

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