HR strategy: business focused, individually centred
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Butterworth-Heinemann
2003
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XX, 227 S. |
| ISBN: | 0750657685 |
Internformat
MARC
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| 100 | 1 | |a Kearns, Paul |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a HR strategy |b business focused, individually centred |c Paul Kearns |
| 246 | 1 | 3 | |a Human resource strategy |
| 264 | 1 | |a Oxford |b Butterworth-Heinemann |c 2003 | |
| 300 | |a XX, 227 S. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Human capital | |
| 650 | 4 | |a Manpower planning | |
| 650 | 4 | |a Personnel management | |
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Personalentwicklung |0 (DE-588)4121465-1 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Humanvermögen |0 (DE-588)4240300-5 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Personalpolitik |0 (DE-588)4045269-4 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804132879345647616 |
|---|---|
| adam_text | Contents
About the author xi
Introduction xv
Through the eyes of the HR strategist xv
Trying to define strategy xvii
True HR strategy is extremely rare xviii
How important is HR strategy? xx
Part 1 Being clear what we mean by strategy 1
1 What is a strategy? 3
Military strategy, HR strategy and the art of war 4
So what constitutes a strategy? 7
What is an HR strategy? 10
Wealth and value 11
What is a high value organization? 13
2 HR strategy starts with a business strategy 15
Business strategy starts with vision 15
Generic business strategies 18
The best businesses do not necessarily have the best
HR strategies 18
The business strategy/HR strategy matrix 21
Business strategies and fortunes change over time 23
Business and HR strategy alignment the Holy Grail 23
3 Why is strategy so important in HR? 26
How much is a good HR strategy worth? 26
The Toyota way 28
What are the lessons for HR strategy? 29
Why business strategy fails without HR strategy 30
vi Contents
4 What makes an HR strategy a strategy? 31
A sheep in wolves clothing 31
Deconstructing strategy 32
Taking HR deadly seriously 33
The HR maturity scale 35
The stages of the HR maturity scale 38
What are the indicators? 44
Call that an HR strategy? 48
HR strategy must engage the business 49
What can we learn about HR strategy from businesses that fail? 50
Best practice gets results or it is not best practice 53
5 HR theories need to be revisited 55
Everything has to start with a theory 55
Do good HR theories merely tell us what we already know? 57
The best HR theory of the twentieth century? 58
Don t tear up the old theories make them work 59
Bad HR theories never die, they only fade away 60
Testing HR theories. 61
What did the HR academics ever do for us? 63
Just because you say you need it doesn t mean you can have it 65
The HR Catch 22 66
HR practices are only as good as the results they achieve 61
Talking theory as though it is practice 67
The psychology of changing people 68
Individually centred HR strategies 70
6 Are organizations ready for strategic HR? 71
Back to first principles? 72
This slippery word called value 74
Organizational value is the organization s value to society 77
What principles does an HR strategist need to follow? 79
Part 2 Getting ready for HR strategy 85
7 An introduction to true HR strategy 87
What makes a good strategist? 87
Assessing human capital 89
There s no such thing as an intangible 90
Beware of share prices reflecting human capital 92
Accounting principles only work for accounts, not people 94
It s time to challenge accounting conventions 97
Contents vii
Re phrasing the human capital question 97
HR strategy is only imperative when people are the only
source of competitive advantage 98
There s no point in following good HR practices
regardless of business strategy 100
HR strategists do not confuse individual and organizational
effectiveness. 102
HR people do not develop the best HR strategies 104
HR department, function or system? 105
Strategy not mere policies 107
Viewing the negative 108
8 Who will develop the HR strategy? 110
Do CEOs make good HR strategists? 110
Developing HR people to take risky, strategic decisions 112
It s not the HR practice it s the environment, stupid 113
Not knowing what works leaves the door open for the
crazies 114
When is a profession not a profession? 116
The intangible has to be made tangible 117
9 HR strategy and change management 118
That perennial topic of debate change 118
The myth of change management 120
Can people change? 121
Adapting existing behaviours to organizational needs 124
Is HR strategy culture dependent? 125
Part 3 Developing and implementing HR strategy 127
10 First steps towards HR strategy 129
HR strategy starts with a destination and a direction 129
HR strategy has to add value in its own right 131
Business measures help to articulate strategy clearly 133
Where are the opportunities for added value through
HR strategy? 135
What does this organization s existing HR strategy look like? 138
HR strategy influencing business strategy 141
Some general lessons for budding HR strategists 142
11 What factors influence the choice of HR strategy? 144
Greenfield or brownfield? 144
HR strategy is holistic or it is nothing 152
viii Contents
Paternalistic or hard nosed? 153
Do different economic models need different HR strategies? 155
12 Strategic tools and the use of measures 159
Organizational performance measurement systems have
to change 159
HR measures must be meaningful 162
Measuring individual employee performance 163
Does an HR strategy based on forced ranking make sense? 165
Individual performance measures as a part of the HR system 167
The employee customer profit chain 169
An HR scorecard 170
The balanced scorecard needs a new people perspective. 171
Added value is a simple but very powerful concept and
always has a £ sign 173
Who needs an HR ballpoint when you can have an added
value pencil? 174
HR strategy and initiativitis 175
13 Designing the high value organization 179
HR strategists have to be consummate organization designers 179
System, process and structure 180
The HR strategist s guide to organization design 185
Employee retention and organization design 187
Employee retention is a value proposition 188
Structural staff turnover and retention 190
Deciding on a desired retention level 192
14 The future for HR strategy? 194
HR strategy represents a new paradigm 194
Strategic HR taught in business schools 195
Ethical HR strategy? 196
The political dimension 197
HR strategy au naturel 198
Appendices 201
Appendix 1 How much is a good HR strategy worth? 203
Appendix 2 Are you engaged by your organization? 205
Appendix 3 Do you have an HR strategy or just a series of policies? 208
Appendix 4 A strategic dialogue between the HR strategist
and the CEO 210
Contents ix
Appendix 5 Some strategic HR insights using a case study 213
Appendix 6 A statement of employer and employee
commitment 216
Appendix 7 Spot the strategic HR decision 218
Appendix 8 Strategic HR at MAFF? 220
Bibliography 223
Index 225
|
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| isbn | 0750657685 |
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| spelling | Kearns, Paul Verfasser aut HR strategy business focused, individually centred Paul Kearns Human resource strategy Oxford Butterworth-Heinemann 2003 XX, 227 S. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Human capital Manpower planning Personnel management Strategisches Management (DE-588)4124261-0 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s Personalpolitik (DE-588)4045269-4 s Strategisches Management (DE-588)4124261-0 s 1\p DE-604 DE-188 http://www.loc.gov/catdir/description/els031/2003048190.html Publisher description http://www.loc.gov/catdir/toc/els031/2003048190.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012878875&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kearns, Paul HR strategy business focused, individually centred Human capital Manpower planning Personnel management Strategisches Management (DE-588)4124261-0 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4121465-1 (DE-588)4240300-5 (DE-588)4045269-4 |
| title | HR strategy business focused, individually centred |
| title_alt | Human resource strategy |
| title_auth | HR strategy business focused, individually centred |
| title_exact_search | HR strategy business focused, individually centred |
| title_full | HR strategy business focused, individually centred Paul Kearns |
| title_fullStr | HR strategy business focused, individually centred Paul Kearns |
| title_full_unstemmed | HR strategy business focused, individually centred Paul Kearns |
| title_short | HR strategy |
| title_sort | hr strategy business focused individually centred |
| title_sub | business focused, individually centred |
| topic | Human capital Manpower planning Personnel management Strategisches Management (DE-588)4124261-0 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Human capital Manpower planning Personnel management Strategisches Management Personalentwicklung Humanvermögen Personalpolitik |
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