High Performance HR Leveraging Human Resources for Competitive Advantage

by
Edition: 1st
Format: Hardcover
Pub. Date: 1999-01-25
Publisher(s): Jossey-Bass
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Summary

A fresh perspective on the HR function, High Performance HR challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets-people and organizational processes. High Performance HR not only challenges HR's traditional role, but also provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design.Get your copy today!

Author Biography

About the Author Dr. David Weiss is a Partner in the international human resources consulting firm of Geller, Shedletsky #38; Weiss. They specialize in providing consulting services in business strategy, organizational change, human resources development, management assessments, and career management. David Weiss has developed an extensive practice providing HR consulting and executive development to a wide range of clients throughout North America in many industries including telecommunications, pharmaceuticals and financial services. He specializes in redesigning human resource functions to provide strategic value to the company, facilitating senior executive strategic thinking processes and team building, realigning businesses to achieve customer focus, implementing national change management initiatives, and mediating conflicts in all aspects of employee management and customer relations to achieve effective solutions. David received his Doctorate from the University of Toronto and has two Masters degrees from Columbia University in New York. He is a Senior Fellow of the Industrial Relations Centre of Queen’s University, a Past President of the Organizational Psychology Section of the Ontario Psychological Association, and an honored member of the International Who’s Who of Professionals. He is a sought-after motivational speaker, trainer, and facilitator, and he is on the editorial board of the Canadian Learning Journal. He is the author of Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. High Performance HR is his second book. More information about David and his firm is available at www.gswconsultants.com.

Table of Contents

Preface vii
Acknowledgments xv
PART ONE: The Challenge 1(52)
The Irish Elk
3(20)
The Focus for HR's Transformation
4(4)
The Growth Curve
8(1)
Phase One---The Start-up Phase
9(1)
Phase Two---The Growth Phase
10(4)
Phase Three---The Mature Phase
14(5)
Respond to Company Risk with HR Professional Discipline
19(1)
Summary
20(3)
An HR Business within a Business
23(14)
Businesses and Organizations
24(1)
Becoming an HR Business within a Business
25(1)
Align HR To Deliver Value to the External Customer
26(2)
Redefining HR's Internal Client Relationships
28(7)
All Roads Lead to the External Customer
35(1)
Summary
35(2)
The Discipline of Abandonment
37(16)
Why Disciplined Abandonment Is Important
38(2)
Leadership and Abandonment
40(1)
Abandonment and Removing ``Noise'' from the System
41(4)
People, Organizational, and Business Processes
45(1)
An Exercise in Abandonment
46(2)
Three Kinds of Abandonment for HR
48(2)
The Discipline of the ``Tie Goes to the Runner'' in Abandonment
50(1)
Life after Abandonment
51(1)
Summary
51(2)
PART TWO: People And Organizational Processes 53(62)
Core People Processes
55(30)
The ``Hatch'' People Processes
57(4)
The ``Match'' People Processes
61(1)
Performance Development
62(6)
Compensation and Recognition
68(2)
Employee Services
70(6)
The ``Dispatch'' People Processes
76(5)
Delivering Core and Strategic Process Outcomes
81(1)
Summary
82(3)
Organizational Value-Add
85(30)
T: Technology as an Enabler to Allow Many of the New HR Activities to Occur
86(5)
L: Learning---Building a Continuous Learning Environment
91(7)
C: Consulting to Enhance Organizational Performance
98(14)
A Final Note on Organizational Value-Add Processes
112(1)
Summary
113(2)
PART THREE: Strategic Business Processes 115(138)
Business Transformation: An Overview
117(16)
Business Transformation Risks and Opportunities
118(3)
Choosing the Priority Business Transformation
121(3)
HR Professional Must Be Strategic Partners to Deliver the Business Transformation
124(2)
Two Contrasting Examples of HR's Potential Role in Business Transformation
126(4)
The Next Four Chapters
130(1)
Summary
131(2)
Cultivate a Flexible Culture
133(30)
How to Cultivate a Flexible Culture
133(1)
Create and Live the Shared Values
134(5)
Develop Leaders Who Inspire Shared Meaning in the Work
139(7)
Foster Organizational Elasticity
146(10)
Insure Rewards and Recognition Support the Flexible Culture
156(2)
Human Resources Enables the Flexible Culture
158(2)
Summary
160(3)
Champion Strategic Alignment
163(28)
The Five Areas of Strategic Alignment
167(1)
Alignment to the Vision of the Company
167(4)
Alignment with Other Strategic Teams and Changes within the Company
171(4)
Alignment to the Customer's Needs
175(2)
Alignment with Preferred Suppliers
177(3)
Internal Alignment within the Strategic Team
180(5)
How to Fail at Strategic Alignment
185(1)
HR Measures 360° Alignment
186(1)
Human Resources Models Strategic Alignment
187(1)
Summary
188(3)
Implement Change and Transition
191(36)
Change and Transition
192(1)
The Process of Implementing Change and Transition
193(3)
Understand Competitive Forces and Customer Value
196(1)
Select Change Leaders and Define Accountabilities
197(6)
Identify the Preferred Future and the Urgency for the Change
203(3)
Engage Key Stakeholders and Identify Their Interests
206(3)
Plan the Change in Detail and Anticipate Contingencies
209(4)
Roll-Out: Communicate, Train and Help People Adjust to Gain Commitment to the Change
213(6)
Roll-In: Implement the Change and Make It Business As Usual
219(2)
Roll-On: Measure Results, Share Learnings and Continuously Improve
221(3)
HR Applies the Implementing Change and Transition Process to Its Own Changes
224(1)
Summary
224(3)
Insure a Return on Investment In Human Capital
227(26)
The Strategic Value of the Return on Investment in Human Capital
228(3)
Identifying a Metric of Human Capital
231(3)
Calculating the Investment Made in Human Capital
234(4)
Implications of RIHC for the HR ``People and Organizational Processes''
238(5)
The Assessment of the RIHC for Performance Development
243(2)
HR Prepares Dynamic Reports on the Return on Investment in Human Capital
245(2)
The HR Competencies Needed to Support RIHC Analysis
247(1)
Benefits for HR When It Takes Accountability for RIHC
248(2)
Barriers for HR in Leading the RIHC Business Transformation
250(1)
Summary
251(2)
PART FOUR: The Way Forward 253(40)
HR Structure, Roles, and Relationships
255(20)
An Approach to Organizational Structure for HR
255(4)
Roles and Relationships for the HR Strategic Partners
259(2)
Roles and Relationships for the HR Process Owners
261(5)
Roles and Relationships for the HR Strategy Council
266(6)
Summary
272(3)
The Solution after Next: Integrating Internal Service Businesses
275(18)
Five Levels of Integrating Internal Service Businesses
277(1)
Shared Learnings among Internal Service Businesses
278(2)
Integration through Joint Planning and Project Management
280(2)
Integration through Common Processes and Approaches but Still Operating Separtely
282(2)
Integration through Collaborative Work for Specific Initiatives
284(3)
Structural Integration of Internal Service Businesses
287(1)
The Extent to Which Internal Service Businesses Can Be Integrated
288(1)
Epilogue: High Performance HR Professionals Lead the Transformation
289(1)
Summary
290(3)
Appendix: An Interview with Dr. David Weiss 293(18)
A Comprehensive Reading List for HR Professionals 311(4)
Index 315

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