Aligning Human Resources and Business Strategy

Foreword by David Hussey......Page 15
Foreword by Clive Morton......Page 17
Preface......Page 20
Acknowledgements......Page 22
Part 1: The need for strategic HRM......Page 25
1 Beyond internal consultancy – the need for strategic Human Resources......Page 27
The changing role of Personnel......Page 29
People as assets......Page 34
Raising the game......Page 35
What makes strategic HRM ‘more strategic’ than HRM?......Page 36
‘Fit’ with business strategy......Page 38
CEOs need from HR?......Page 39
Reorienting HR to high added-value contributions......Page 41
Transforming HR’s role......Page 44
What HR can be valued for and should build on......Page 45
Towards a strategic HR agenda......Page 47
Checklists on the role of HR......Page 49
References......Page 51
2 The context for strategic Human Resources......Page 53
Governance of society is mutating......Page 55
The changing nature of the workplace......Page 56
What can HR do about balance?......Page 67
The future......Page 69
Conclusion......Page 70
Checklists on organizational design......Page 71
References......Page 73
3 Measuring the impact of strategic HRM......Page 75
The business case for addressing employee needs......Page 76
Predictors of business results......Page 78
Model and the Balanced Scorecard......Page 80
The Executive Scorecard......Page 82
How can HR add value?......Page 83
Benchmarking......Page 86
The service–profit chain......Page 89
The Sears turnaround......Page 92
Strategic planning in Dow Corning......Page 95
Conclusion......Page 102
Measurement checklists......Page 103
References......Page 105
4 Aligning business and HR strategies......Page 106
Planned versus emergent......Page 108
Aligning the organization to the business direction......Page 111
Building competitive advantage......Page 114
How can HR strategies be fully aligned?......Page 115
HR planning......Page 116
Alignment through organization development......Page 119
Aligning the structure of HR with the organizational strategy......Page 120
Empowerment......Page 121
Aligning training and development to business strategy......Page 122
Strategic alignment through competencies......Page 124
Integrating HR processes at BNFL......Page 127
Aligning HR strategies in UK local government......Page 129
Alignment Checklists......Page 137
References......Page 139
Part 2: Strategies for managing and developing talent......Page 141
The changing nature of workplaces......Page 143
The role of HR in creating integration......Page 144
High-performance work practices......Page 145
How can HR help to implement high performance work practices?......Page 147
Performance management......Page 149
Reward strategies......Page 153
The need to revise reward strategies......Page 156
What reward strategies are appropriate in changing organizations?......Page 159
Flexible benefits......Page 163
How do people want to be rewarded?......Page 164
Recognition......Page 165
Conclusion......Page 167
Checklist for reward strategies......Page 168
References......Page 170
6 Working across organizational boundaries......Page 172
The challenges of working across boundaries......Page 174
Cross-boundary working – a manufacturing case study......Page 178
The characteristics of successful cross boundary teamworking......Page 179
International teamworking at Ericsson......Page 186
Checklist for cross-boundary teams......Page 188
References......Page 189
7 Recruitment and retention strategies......Page 190
Strategic recruitment......Page 191
The recruitment process......Page 193
Generation X......Page 195
Generation X......Page 197
Motivation and retention......Page 198
Elements of a retention strategy......Page 204
Helping managers to make the difference......Page 210
Recruitment and retention checklist......Page 211
References......Page 212
8 Strategies for developing people......Page 213
Evaluation......Page 215
Prioritizing development needs using competencies......Page 218
Prioritizing resource allocation according to different development needs......Page 220
Development needs of high flyers......Page 222
How do high flyers learn best?......Page 223
Supporting the development of high flyers......Page 224
How can directors be developed?......Page 227
Supporting managers’ development......Page 229
Methods of learning......Page 230
Conclusion......Page 234
Checklist for development needs......Page 235
References......Page 237
9 Developing effective career strategies......Page 238
The effect of flatter structures on employees......Page 239
New forms of career development?......Page 240
The paradoxical effects of flatter structures on roles......Page 241
The role of HR professionals......Page 243
Towards a new psychological contract – helping people to help themselves......Page 245
Career Development at Standard Life – an update......Page 248
Developing innovative career tracks in a scientific environment......Page 249
Career management within KPMG UK......Page 253
Corporate-wide support mechanisms......Page 258
Some local initiatives......Page 262
Tensions relating to achieving career success......Page 263
Careers in the future – opportunities and challenges......Page 265
Conclusion......Page 266
Checklist for the new career structures......Page 267
References......Page 268
10 Developing international managers......Page 269
What is an international organization?......Page 270
The role of the international manager......Page 271
What does an ‘international’ role look like?......Page 272
How willing are managers to accept an international assignment?......Page 273
Organizational versus individual expectations......Page 274
The role of HR in managing assignments......Page 275
International mobility at Ericsson......Page 276
Selecting international managers......Page 277
Recruiting and developing international managers in BP Amoco......Page 278
The skills of international high flyers......Page 280
Developing international managers......Page 282
Developing international managers at Standard Chartered Bank......Page 284
Conclusion – benefiting from international leadership......Page 288
References......Page 289
11 High-potential assessment and succession planning......Page 291
Conventional fast-track schemes and succession planning......Page 293
Changing career messages......Page 295
The assessment and development of high potential at BP Amoco......Page 298
Amoco – a strategic approach......Page 305
The changing employment context......Page 308
What’s happening to fast tracking?......Page 309
Recommendation one: Integrate succession planning with other initiatives......Page 313
Recommendation two: Be clear about what else you want to achieve though succession planning......Page 315
Recommendation three: Create the processes, then assess and monitor performance......Page 318
A partnership – balancing the needs of the organization with those of the individual......Page 323
Conclusion......Page 325
References......Page 326
Part 3: HR as a strategic function......Page 329
HR strategists in action......Page 331
added......Page 333
HR competencies......Page 335
Adding value at Standard Life......Page 344
Conclusion......Page 357
Checklist for strategic HR practitioners......Page 358
References......Page 359
13 International approaches to HRM......Page 360
A global HR agenda......Page 361
Developing global leaders......Page 363
Supporting transnational teams......Page 364
Chartered Bank......Page 366
international business......Page 376
References......Page 378
Part 4: Implementing strategic change......Page 381
14 Bringing about strategic change......Page 383
What is meant by ‘culture change’?......Page 384
Approaches to changing cultures......Page 389
Communication and leadership......Page 391
Helps and hindrances in managing change......Page 394
Standard Life......Page 396
The role of HR in supporting change......Page 398
Measuring progress – and success......Page 401
Development Project story......Page 404
Winning board commitment......Page 406
Creating the principles for managing change......Page 407
The HR contribution......Page 408
Capturing the learning......Page 410
A success story.........Page 411
An individual’s experience of the change process......Page 412
Getting the balance right and beyond......Page 413
Key learning points......Page 415
Checklists on change management......Page 416
References......Page 417
15 Mergers and strategic alliances......Page 418
The growth of mergers......Page 420
What separates merger partners......Page 422
Mergers need managing......Page 423
Communication......Page 425
Waves of change......Page 428
Dominic with Thresher......Page 430
Key learning points......Page 437
How HR can help an organization through a merger......Page 438
Alliances......Page 443
Making alliances work......Page 444
Conclusion......Page 445
References......Page 446
16 Creating a learning culture......Page 447
Knowledge management......Page 448
How can barriers to the sharing of knowledge be overcome?......Page 452
How organizations are developing intellectual capital......Page 456
Moving towards organizational learning......Page 459
Culture change at Sainsbury’s Logistics division......Page 461
Standard Life......Page 462
National Air Traffic Services (NATS)......Page 463
Conclusion......Page 466
References......Page 467
Conclusion......Page 468
References......Page 476
Index......Page 479