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