Benchmarking for people managers:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Inst. for Personnel and Development
1997
|
| Ausgabe: | 1. publ. |
| Schriftenreihe: | Developing practice
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIII, 231 S. graph. Darst. |
| ISBN: | 0852926693 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804126073249595392 |
|---|---|
| adam_text | CONTENTS
Preface ix
Acknowledgements xii
1 INTRODUCTION TO BENCHMARKING 1
What this book aims to do The race for competitive
advantage From total quality to benchmarking A shared
vision What is benchmarking? Benchmarking beyond
simple comparison Benchmarking activities Benchmarking
partners The need for support Business process re engi¬
neering The problems of benchmarking Information
tehnology, customers and change The importance of people
in benchmarking Summary and conclusion
2 APPROACHES TO BENCHMARKING 17
A benchmarking framework Investigating Analysing
the impact within the organisation Planning and actions
Reviewing Benchmarking in practice Benchmarking
and HR Summary and conclusion
0. / if. •. :
3 MAPPING THE ORGANISATION 37
What is organisational mapping? What does the mapping
look like? Culture Employee attitudes Employee
competences People management styles Tasks, process
and the organisation Choosing a mapping tool Tools
available Summary and conclusion
vi BENCHMARKING FOR PEOPLE MANAGERS
4 CULTURE, VALUES AND PEOPLE 63
Culture and benchmarking Culture cannot be proclaimed
The need for change NIH: the not invented here
syndrome Preparedness to take initiatives Risk taking
as a way of working A no blame organisation Making
decisions Support for learning Coaching and support
Command and control Teamworking Implementing
strategic vision of culture and values Summary and
conclusion
5 PROCESS ORGANISATIONS 11
Process and benchmarking Unfocused downsizing
Focusing on processes, not on outcomes Analysing the
process: standards of service Scrutinising non core
processes Stopping and combining processes To change
or not to change Changing existing processes Elapsed time
v process time Reducing pass overs, hand ons, hand offs and
authorisation steps Processes v functionalism Changes
threatening functional power Information technology
solutions Summary and conclusion
6 ADDING VALUE TO THE ORGANISATION 99
Line departments and support services Selling the support
service Statutory and political requirements
Exaggerating statutory needs The HR unit, value and
drivers Asset value Summary and conclusion
7 METRICS IN BENCHMARKING 111
What are metrics? Key indicators Customer and/or
employee operational reviews Are the metrics relevant?
Absence metrics Customer and employee benchmarking
Are the metrics available? Summary and conclusion
8 CHOOSING BENCHMARKING PARTNERS 123
Effective partnering Understanding best practice
Understanding performance drivers Benchmarking clubs
and organisations Informal discussion groups Have the
partners got data? Summary and conclusion
BENCHMARKING FOR PEOPLE MANAGERS vii
9 A STRATEGIC ROLE FOR HUMAN RESOURCE
DEPARTMENTS 133
What this chapter offers Managing the HR function
strategically Comparing assessments of importance
Understanding what customer means Benchmarking
the HR department Affecting what managers do
Organisational issues Roles and responsibilities and
time allocated Analysis of HR processes Competences
Towards a strategy for HR Defining HR stategy
Summary and conclusion
10 BENCHMARKING HUMAN RESOURCE STRATEGIES
IN PRACTICE 144
What this chapter is about HR and benchmarking HR
strategy in practice The importance of HR stategy in
benchmarking Benchmarking for HR strategies HR
and benchmarking measurement Summary and
conclusion
11 PILOTING BENCHMARKING IN PRACTICE 153
How do we start? Establishing a pilot Consultants in the
pilot? Limiting the aims of the pilot Establishing a
supervisory group Benchmarking teams and team leaders
Selecting the pilot benchmarking area Selecting partners
Building up momentum and support Managing advances
in benchmarking The project plan Summary and
conclusion
12 USING CONSULTANTS 168
Why use consultants? Providing an empathetic ear
Avoiding political baggage Providing short term resources
Knowledge of outside suppliers Expertise, expertise and
expertise (and information) Hiring a consultant Pricing
the job Questioning the consultant s data Summary
and conclusion
13 WHY BENCHMARKING FAILS AVOIDING
PROBLEMS 177
Missing out the people Unrealistic expectations A failure
to understand culture Recognising the time and cost of
learning A failure to implement benchmarking
strategically Desire for a quick fix Expecting too much
viii BENCHMARKING FOR PEOPLE MANAGERS
from the metrics Leadership and project management
NIH: not invented here Collecting and analysing data
Badly prepared project specification Summary and
conclusion
14 BUSINESS PROCESS RE ENGINEERING 186
Looking at business process re engineering BPR and
benchmarking What are the differences? The hype of
BPR What is the BPR message? The context of BPR
Successful BPR? What is necessary for BPR? A problem
of culture Criticism of BPR Downsizing Change in
haste, regret at leisure Summary and conclusion
15 BENCHMARKING AND THE FUTURE 202
Benchmarking and business Comparing with others
Understanding context The case for benchmarking
Culture and people Whither BPR? Strategic frameworks
Good practice clubs HR starting at home New ways
to measure and benchmark managerial performance
APPENDIX 1 210
Metrics for HR Benchmarking
APPENDIX 2 217
List of Benchmarking Contacts
References and Further Reading 219
Index ill
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T18:11:39Z |
| institution | BVB |
| isbn | 0852926693 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007775423 |
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| physical | XIII, 231 S. graph. Darst. |
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| title | Benchmarking for people managers |
| title_auth | Benchmarking for people managers |
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| title_fullStr | Benchmarking for people managers John Bramham |
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