Aligning business and HR strategies p. 82 Approaches to developing corporate strategy p. 82 Planned versus emergent p. 84 Aligning the organization

Transcription

1 List of figures p. xii Foreword p. xiii Foreword p. xv Preface p. xviii Acknowledgements p. xx The need for strategic HRM p. 1 Beyond internal consultancy--the need for strategic Human Resources p. 3 The changing role of Personnel p. 5 People as assets p. 10 Raising the game p. 11 What makes strategic HRM 'more strategic' than HRM? p. 12 'Fit' with business strategy p. 14 Operating as a business partner--what do CEOs need from HR? p. 15 Reorienting HR to high added-value contributions p. 17 Transforming HR's role p. 20 What HR can be valued for and should build on p. 21 Towards a strategic HR role p. 23 Checklists on the role of HR p. 25 References p. 27 The context for strategic Human Resources p. 29 The changing business environment p. 29 Governance of society is mutating p. 31 The changing nature of the workplace p. 32 What can HR do about balance? p. 43 The future p. 45 Conclusion p. 46 Checklists on organizational design p. 47 References p. 49 Measuring the impact of strategic HRM p. 51 The business case for addressing employee needs p. 52 Predictors of business results p. 54 Holistic frameworks--the Business Excellence Model and the Balanced Scorecard p. 56 The Executive Scorecard p. 58 How can HR add value? p. 59 Benchmarking p. 62 The service-profit chain p. 65 The Sears turnaround p. 68 Strategic planning in Dow Corning p. 71 Conclusion p. 78 Measurement checklists p. 79 References p. 80

2 Aligning business and HR strategies p. 82 Approaches to developing corporate strategy p. 82 Planned versus emergent p. 84 Aligning the organization to the business direction p. 87 Building competitive advantage p. 90 How can HR strategies be fully aligned? p. 91 Aligning HR and business strategies through HR planning p. 92 Alignment through organization development p. 95 Aligning the structure of HR with the organizational strategy p. 96 Empowerment p. 97 Aligning training and development to business strategy p. 98 Strategic alignment through competencies p. 100 Integrating HR processes at BNFL p. 103 Aligning HR strategies in UK local government p. 105 Alignment checklists p. 113 References p. 115 Strategies for managing and developing talent p. 117 Managing and rewarding for high performance p. 119 The changing nature of workplaces p. 119 The role of HR in creating integration p. 120 High-performance work practices p. 121 How can HR help to implement high-performance work practices? p. 123 Performance management p. 125 Reward strategies p. 129 The need to revise reward strategies p. 132 What reward strategies are appropriate in changing organizations? p. 135 Flexible benefits p. 139 How do people want to be rewarded? p. 140 Recognition p. 141 Conclusion p. 143 Checklist for reward strategies p. 144 References p. 146 Working across organizational boundaries p. 148 Forms of cross-boundary working p. 148 The challenges of working across boundaries p. 150 Cross-boundary working--a manufacturing case study p. 154 The characteristics of successful cross-boundary teamworking p. 155 International teamworking at Ericsson p. 162 Conclusion p. 164 Checklist for cross-boundary teams p. 164 References p. 165

3 Recruitment and retention strategies p. 166 Strategic recruitment p. 167 The recruitment process p. 169 Generation X p. 171 Recruiting and getting the best out of Generation X p. 173 Motivation and retention p. 174 Towards a strategic approach to retention p. 180 Elements of a retention strategy p. 180 Helping managers to make the difference p. 186 Conclusion p. 187 Recruitment and retention checklist p. 187 References p. 188 Strategies for developing people p. 189 Needs analysis p. 191 Evaluation p. 191 Prioritizing development needs using competencies p. 194 Prioritizing resource allocation according to different development needs p. 196 Development needs of high flyers p. 198 How do high flyers learn best? p. 199 Supporting the development of high flyers p. 200 How can directors be developed? p. 203 Supporting managers' development p. 205 Methods of learning p. 206 Conclusion p. 210 Checklist for development needs p. 211 References p. 213 Developing effective career strategies p. 214 The changing psychological contract p. 214 The effect of flatter structures on employees p. 215 The growth of flatter structures p. 216 New forms of career development? p. 216 The paradoxical effects of flatter structures on roles p. 217 A 'success template'? p. 219 The role of HR professionals p. 219 Towards a new psychological contract--helping people to help themselves p. 221 Career development at Standard Life--an update p. 224 Developing innovative career tracks in a scientific environment p. 225 Career management within KPMG UK p. 229 Corporate-wide support mechanisms p. 234 Some local initiatives p. 238 Tensions relating to achieving career success p. 239

4 Careers in the future--opportunities and challenges p. 241 Conclusion p. 242 Checklist for the new career structures p. 243 References p. 244 Developing international managers p. 245 The growth of international business p. 245 What is an international organization? p. 246 The role of the international manager p. 247 What does an 'international' role look like? p. 248 How willing are managers to accept an international assignment? p. 249 Organizational versus individual expectations p. 250 The role of HR in managing assignments p. 251 International mobility at Ericsson p. 252 Selecting international managers p. 253 Recruiting and developing international managers at BP Amoco p. 254 The skills of international high flyers p. 256 Developing international managers p. 258 Developing international managers at Standard Chartered Bank p. 260 Conclusion--benefiting from international leadership p. 264 Checklist for international management strategies p. 265 References p. 265 High-potential assessment and succession planning p. 267 The changing shape of succession p. 267 Conventional fast-track schemes and succession planning p. 269 Changing career messages p. 271 The assessment and development of high potential at BP Amoco p. 274 Succession planning for the top jobs in BP Amoco--a strategic approach p. 281 The changing employment context p. 284 What's happening to fast tracking? p. 285 Recommendation one: Integrate succession planning with other initiatives p. 289 Recommendation two: Be clear about what else you want to achieve through succession planning p. 291 Recommendation three: Create the processes, then assess and monitor performance p. 294 A partnership--balancing the needs of the organization with those of the individual p. 299 Conclusion p. 301 Checklist for succession planning p. 302 References p. 302 HR as a strategic function p. 304 HR strategists in action p. 307 Developing a strategic HR agenda p. 307 Repositioning HR--from transactional to value added p. 309

5 HR competencies p. 311 Adding value at Standard Life p. 320 Conclusion p. 333 Checklist for strategic HR practitioners p. 334 References p. 335 International approaches to HRM p. 336 A global HR agenda p. 337 Developing global leaders p. 339 Supporting transnational teams p. 340 Building a global culture in Standard Chartered Bank p. 342 Checklists on globalizing and supporting the international business p. 352 References p. 355 Implementing strategic change p. 357 Bringing about strategic change p. 359 What is meant by 'culture change'? p. 360 Approaches to changing cultures p. 365 Communication and leadership p. 367 Helps and hindrances in managing change p. 370 Checklist--Developing a positive climate for change p. 372 Developing a customer-focused culture in Standard Life p. 372 The role of HR in supporting change p. 374 Measuring progress--and success p. 377 Lessons learned p. 380 Change at Thresher--updating the Operations Development Project story p. 380 Winning board commitment p. 382 Creating the principles for managing change p. 383 The HR contribution p. 384 Capturing the learning p. 386 A success story... p. 387 An individual's experience of the change process p. 388 Getting the balance right p and beyond p. 390 Key learning points p. 391 Checklists on change management p. 392 References p. 393 Mergers and strategic alliances p. 394 The growth of mergers p. 396 What separates merger partners p. 398 Mergers need managing p. 399 Communication p. 401 Waves of change p. 404

6 The Whitbread case: the integration of Peter Dominic with Thresher p. 406 Key learning points p. 413 How HR can help an organization through a merger p. 414 Alliances p. 419 Making alliances work p. 420 Conclusion p. 421 References p. 422 Creating a learning culture p. 423 Knowledge management p. 424 How can barriers to the sharing of knowledge be overcome? p. 428 How organizations are developing intellectual capital p. 432 Moving towards organizational learning p. 435 Networking p. 437 Culture change at Sainsbury's Logistics division p. 437 Open Access Development Centres at Standard Life p. 438 Sun Microsystems p. 439 Creating a self-development culture at the National Air Traffic Services (NATS) p. 439 Conclusion p. 442 References p. 443 Conclusion p. 444 Index p. 455 Table of Contents provided by Blackwell's Book Services and R.R. Bowker. Used with permission.