Leading HR:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2010
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 281 S. graph. Darst. |
| ISBN: | 9780230222595 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804142952538177537 |
|---|---|
| adam_text | Titel: Leading HR
Autor: Sparrow, Paul
Jahr: 2010
Contents
List of Figures and Tables................................................xii
About the Authors......................................................xiv
Acknowledgments......................................................xvi
Notes on Contributors.................................................xvii
1 Introduction: Performance-Led HR....................................1
by Paul Sparrow, Anthony Hesketh, Martin Hird, and Cary Cooper
1.1 Introduction..................................................1
1.2 Strategic competence in turbulent times..........................3
1.3 Deciphering the language of strategy.............................5
1.4 Getting the measure of business models..........................8
1.5 Engaging the boardroom......................................12
1.6 Thinking more broadly about value.............................14
1.7 Structure of the book.........................................17
2 HR Structures: Are They Working?...................................23
by Martin Hird, Paul Sparrow, and Craig Marsh
2.1 Introduction.................................................23
2.2 A brief history of ideas........................................26
2.3 HR structures: Finding the devil in the detail....................32
2.4 The three flaws of implementation..............................39
2.5 The issues created for HR......................................41
2.6 Conclusions..................................................42
3 Nestle: Reflections on the HR Structure Debate........................46
by Martin Hird and Matt Stripe
3.1 Introduction.................................................46
3.2 Early experiences of HR structure change.......................49
3.3 British Aerospace Group involvement...........................51
3.4 New experiences at Nestle Confectionery UK....................54
3.5 The Nestle global HR experience...............................56
3.6 The HR structure debate by 2009: Acting locally.................57
3.7 Reflections on the HR structuring process.......................60
3.8 Conclusion..................................................66
vii
viii Contents
4 Using Business Model Change to tie HR into Strategy: Reversing the
Arrow..............................................................68
by Paul Sparrow, Anthony Hesketh, Martin Hird, Craig Marsh,
and Shashi Balain
4.1 Introduction.................................................68
4.2 Incremental changes in business model change..................73
4.3 Externally driven business model change: The changing
Rules of the game..............................................77
4.4 Internally driven business model change - Changing
the rules of the game..........................................79
4.5 Continuous business model change - persistent fluidity...........82
4.6 Managing strategic reciprocity.................................84
4.7 Deconstructing the HR transformation.........................86
4.8 Key HR activities and capabilities...............................88
5 NG Bailey: Constructing Business Model Change......................90
by Craig Marsh and Helen Sweeney
5.1 Introduction.................................................90
5.2 The construction industry: Changing traditions..................91
5.3 NG Bailey s historical strategy and culture.......................93
5.4 Transformation of the Industry, and NG Bailey s strategy:
For life in buildings .........................................93
5.5 NG Bailey s business model....................................94
5.6 The change process in NG Bailey...............................96
5.7 HR added value to business model change: Value
from values .................................................97
5.8 HR department restructuring..................................98
5.9 Implementing change: The HR element.........................99
5.10 Engagement and climate change..............................100
5.11 Summary: HR contribution to business model change...........101
6 Using Relationships Between Leaders to Leverage More Value from
People: Building a Golden Triangle..................................103
by Anthony Hesketh and Martin Hird
6.1 Introduction................................................103
6.2 Who leads people strategy?...................................106
6.3 Human remains.............................................107
6.4 Introducing executive strategic agency.........................108
6.5 Introducing the Golden Triangle..............................109
6.6 Operationalizing the Golden Triangle..........................110
6.7 Evidence for the existence of golden triangles...................113
6.8 Golden Triangle influencers...................................114
6.9 Conclusion.................................................120
Contents ix
7 BAE: Using Senior Management Assessment as Part of
a Talent Strategy...................................................122
by Martin Hird, John Whelan, and Sherief Hammady
7.1 Introduction................................................122
7.2 Background to the BAE SYSTEMS talent process................125
7.3 The client perspective........................................128
7.4 The consultant perspective...................................131
7.5 Conclusions................................................134
8 Integrated Organization Design: The New Strategic Priority for
HR Directors......................................................136
by Craig Marsh, Paul Sparrow, and Martin Hird
8.1 Introduction................................................136
8.2 Getting into the right frame of mind...........................138
8.3 Where have we come from? The ODS tradition.................141
8.4 Understanding ODS capability................................144
8.5 Bringing the different ODS perspectives together................146
8.6 Key messages from the ODS literature.........................149
8.7 Three levels of design capability...............................152
8.8 HR s role in linking ODS to business model change.............153
8.9 Conclusions................................................157
9 Understanding the Value of Engagement: Building Belief in
Performance.......................................................162
by Shashi Balain and Paul Sparrow
9.1 Introduction: Why is employee engagement seen as important
by organizations?............................................162
9.2 Engagement in the practitioner perspective.....................167
9.3 What is engagement? The academic perspective.................172
9.4 Can we model engagement?..................................174
9.5 The consequences of engagement: Intermediate
performance effects..........................................177
9.6 Understanding organizational performance recipes..............179
9.7 Conclusion.................................................183
10 Cooperative Financial Services: Linking Ethics, Engagement, and
Employer Branding to Business Model Change.......................189
by Craig Marsh and Rob Woolley
10.1 Introduction................................................189
10.2 CFS: Background............................................192
10.3 Business model change at CFS................................193
10.4 Ethics, engagement, and branding at CFS......................195
10.5 Making CFS receptive to change...............................197
Contents
10.6 Signaling the capability transformation needed.................198
10.7 Embedding cultural change through leadership behavior and
employer branding..........................................200
10.8 Linking leadership and employer branding with business
model change...............................................203
10.9 Changes to the HR structure at CFS...........................204
10.10 The payoff: CFS performance in 2008..........................205
10.11 Key messages for HR directors................................206
10.12 Conclusion: Getting engagement right.........................207
11 McDonald s UK: From Corporate Reputation to Trust-Based HR......209
by Paul Sparrow, Shashi Balain, and David Fairhurst
11.1 Introduction: Strategic context for McDonald s UK.............210
11.2 Initial resolve and purpose: Tackling employer reputation
2006-2008..................................................212
11.3 Fundamental principles behind the HR trust strategy............214
11.4 What did McDonald s do?....................................215
11.5 Reflections on the journey toward trust-based HR..............223
11.6 Conclusion.................................................227
12 Vodafone: Creating an HR Architecture for Sustainable Engagement... 231
by Paul Sparrow, Shashi Balain, and Paul Chesworth
12.1 Introduction: The business journey............................232
12.2 The one Vodafone transformation.............................234
12.3 Leading the original UK engagement journey...................235
12.4 Vodafone s thought process and general approach to
engagement.................................................236
12.5 Six employee touchpoints....................................237
12.6 Business partnering: A necessary condition.....................238
12.7 Initiating the Global Vodafone People Strategy: A common
employee engagement strategy across one Vodafone.............240
12.8 Developing intelligent global targets...........................242
12.9 Globalization and organizational restructuring at Vodafone:
A tough test for engagement thinking..........................243
12.10 The employee engagement strategy at the global technology
function....................................................245
12.11 Communication, trust, and identification......................247
12.12 Conclusions................................................249
13 The Future Scenario for Leading HR.................................253
by Anthony Hesketh, Paul Sparrow, and Martin Hird
13.1 Introduction................................................253
13.2 The death of HR?............................................255
Contents xi
13.3 Whither labor markets?......................................259
13.4 Whither trust and its impact on labor market behavior?.........263
13.5 Whither the economics of HR service delivery?.................265
13.6 Whither HR functional reputation?............................271
13.7 Conclusions................................................272
Index.................................................................279
List of Figures and Tables
Figures
1.1 The Three Dimensions of HR Value..................................16
1.2 Performance-led HR...............................................17
2.1 The Ulrich 3-Box model............................................27
3.1 Nestle- s macro HR organizational model..............................56
3.2 Success levels of business partnering..................................59
3.3 The optimum HR delivery model....................................64
3.4 Where HR delivery models can go wrong.............................65
4.1 Managing complex transformations..................................86
5.1 The shifts entailed in the current and future business models
at NG Bailey.......................................................95
5.2 NG Bailey HR scorecard............................................99
6.1 Golden Triangle influencers........................................115
7.1 a) The BCG Matrix b) Odiorne s Proposed Adaption..................126
7.2 An overview of the assessment process..............................131
9.1 The antecedents, bonds, condition, and consequences of
individual-level engagement at intermediate level.....................178
9.2 The service-profit chain............................................180
11.1 The service-profit chain at McDonald s..............................218
11.2 McDonald s insight map...........................................219
11.3 A model of trust-based HR.........................................225
12.1 The one Vodafone program........................................235
12.2 Service-profit chain thinking at Vodafone............................238
13.1 Emerging markets in value, complexity, and HR interactions..........266
13.2 Capability index: The overall capability areas of HR and
F A compared...................................................270
Tables
2.1 Percentage of organizations experiencing significant or complete
change in various elements of their business model....................33
2.2 Implementation issues with business partners ........................34
2.3 Implementation issues with COEs...................................36
2.4 Implementation issues with service centers ...........................37
4.1 Incremental business model change: Key characteristics of the political
space and implications for Leading HR...............................76
XII
List of Figures and Tables xiii
4.2 Externally driven business model change: Key characteristics of the
political space and implications for Leading HR.......................79
4.3 Internally driven business model change: Key characteristics of the
political space and implications for Leading HR.......................82
4.4 Fluid business model change: Key characteristics of the political space
and implications for Leading HR ....................................84
6.1 Operationalizing the Golden Triangle the role of the CHRO...........110
9.1 Contextual differences in service model that impact the
engagement-performance relationship?.............................181
12.1 Employee touchpoints at Vodafone.................................237
13.1 The necessary 9: The new service-oriented capabilities................269
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