Aligning human resources and business strategy

• List of figures
• p. xii

• Foreword
• p. xiii

• Foreword
• p. xv

• Preface
• p. xviii

• Acknowledgements
• p. xx

• Part 1
• The need for strategic HRM
• p. 1

• 1
• Beyond internal consultancy--the need for strategic Human Resources
• p. 3

• The changing role of Personnel
• p. 5

• People as assets
• p. 10

• Raising the game
• p. 11

• What makes strategic HRM 'more strategic' than HRM?
• p. 12

• 'Fit' with business strategy
• p. 14

• Operating as a business partner--what do CEOs need from HR?
• p. 15

• Reorienting HR to high added-value contributions
• p. 17

• Transforming HR's role
• p. 20

• What HR can be valued for and should build on
• p. 21

• Towards a strategic HR role
• p. 23

• Checklists on the role of HR
• p. 25

• References
• p. 27

• 2
• The context for strategic Human Resources
• p. 29

• The changing business environment
• p. 29

• Governance of society is mutating
• p. 31

• The changing nature of the workplace
• p. 32

• What can HR do about balance?
• p. 43

• The future
• p. 45

• Conclusion
• p. 46

• Checklists on organizational design
• p. 47

• References
• p. 49

• 3
• Measuring the impact of strategic HRM
• p. 51

• The business case for addressing employee needs
• p. 52

• Predictors of business results
• p. 54

• Holistic frameworks--the Business Excellence Model and the Balanced Scorecard
• p. 56

• The Executive Scorecard
• p. 58

• How can HR add value?
• p. 59

• Benchmarking
• p. 62

• The service-profit chain
• p. 65

• The Sears turnaround
• p. 68

• Strategic planning in Dow Corning
• p. 71

• Conclusion
• p. 78

• Measurement checklists
• p. 79

• References
• p. 80

• 4
• Aligning business and HR strategies
• p. 82

• Approaches to developing corporate strategy
• p. 82

• Planned versus emergent
• p. 84

• Aligning the organization to the business direction
• p. 87

• Building competitive advantage
• p. 90

• How can HR strategies be fully aligned?
• p. 91

• Aligning HR and business strategies through HR planning
• p. 92

• Alignment through organization development
• p. 95

• Aligning the structure of HR with the organizational strategy
• p. 96

• Empowerment
• p. 97

• Aligning training and development to business strategy
• p. 98

• Strategic alignment through competencies
• p. 100

• Integrating HR processes at BNFL
• p. 103

• Aligning HR strategies in UK local government
• p. 105

• Alignment checklists
• p. 113

• References
• p. 115

• Part 2
• Strategies for managing and developing talent
• p. 117

• 5
• Managing and rewarding for high performance
• p. 119

• The changing nature of workplaces
• p. 119

• The role of HR in creating integration
• p. 120

• High-performance work practices
• p. 121

• How can HR help to implement high-performance work practices?
• p. 123

• Performance management
• p. 125

• Reward strategies
• p. 129

• The need to revise reward strategies
• p. 132

• What reward strategies are appropriate in changing organizations?
• p. 135

• Flexible benefits
• p. 139

• How do people want to be rewarded?
• p. 140

• Recognition
• p. 141

• Conclusion
• p. 143

• Checklist for reward strategies
• p. 144

• References
• p. 146

• 6
• Working across organizational boundaries
• p. 148

• Forms of cross-boundary working
• p. 148

• The challenges of working across boundaries
• p. 150

• Cross-boundary working--a manufacturing case study
• p. 154

• The characteristics of successful cross-boundary teamworking
• p. 155

• International teamworking at Ericsson
• p. 162

• Conclusion
• p. 164

• Checklist for cross-boundary teams
• p. 164

• References
• p. 165

• 7
• Recruitment and retention strategies
• p. 166

• Strategic recruitment
• p. 167

• The recruitment process
• p. 169

• Generation X
• p. 171

• Recruiting and getting the best out of Generation X
• p. 173

• Motivation and retention
• p. 174

• Towards a strategic approach to retention
• p. 180

• Elements of a retention strategy
• p. 180

• Helping managers to make the difference
• p. 186

• Conclusion
• p. 187

• Recruitment and retention checklist
• p. 187

• References
• p. 188

• 8
• Strategies for developing people
• p. 189

• Needs analysis
• p. 191

• Evaluation
• p. 191

• Prioritizing development needs using competencies
• p. 194

• Prioritizing resource allocation according to different development needs
• p. 196

• Development needs of high flyers
• p. 198

• How do high flyers learn best?
• p. 199

• Supporting the development of high flyers
• p. 200

• How can directors be developed?
• p. 203

• Supporting managers' development
• p. 205

• Methods of learning
• p. 206

• Conclusion
• p. 210

• Checklist for development needs
• p. 211

• References
• p. 213

• 9
• Developing effective career strategies
• p. 214

• The changing psychological contract
• p. 214

• The effect of flatter structures on employees
• p. 215

• The growth of flatter structures
• p. 216

• New forms of career development?
• p. 216

• The paradoxical effects of flatter structures on roles
• p. 217

• A 'success template'?
• p. 219

• The role of HR professionals
• p. 219

• Towards a new psychological contract--helping people to help themselves
• p. 221

• Career development at Standard Life--an update
• p. 224

• Developing innovative career tracks in a scientific environment
• p. 225

• Career management within KPMG UK
• p. 229

• Corporate-wide support mechanisms
• p. 234

• Some local initiatives
• p. 238

• Tensions relating to achieving career success
• p. 239

• Careers in the future--opportunities and challenges
• p. 241

• Conclusion
• p. 242

• Checklist for the new career structures
• p. 243

• References
• p. 244

• 10
• Developing international managers
• p. 245

• The growth of international business
• p. 245

• What is an international organization?
• p. 246

• The role of the international manager
• p. 247

• What does an 'international' role look like?
• p. 248

• How willing are managers to accept an international assignment?
• p. 249

• Organizational versus individual expectations
• p. 250

• The role of HR in managing assignments
• p. 251

• International mobility at Ericsson
• p. 252

• Selecting international managers
• p. 253

• Recruiting and developing international managers at BP Amoco
• p. 254

• The skills of international high flyers
• p. 256

• Developing international managers
• p. 258

• Developing international managers at Standard Chartered Bank
• p. 260

• Conclusion--benefiting from international leadership
• p. 264

• Checklist for international management strategies
• p. 265

• References
• p. 265

• 11
• High-potential assessment and succession planning
• p. 267

• The changing shape of succession
• p. 267

• Conventional fast-track schemes and succession planning
• p. 269

• Changing career messages
• p. 271

• The assessment and development of high potential at BP Amoco
• p. 274

• Succession planning for the top jobs in BP Amoco--a strategic approach
• p. 281

• The changing employment context
• p. 284

• What's happening to fast tracking?
• p. 285

• Recommendation one: Integrate succession planning with other initiatives
• p. 289

• Recommendation two: Be clear about what else you want to achieve through succession planning
• p. 291

• Recommendation three: Create the processes, then assess and monitor performance
• p. 294

• A partnership--balancing the needs of the organization with those of the individual
• p. 299

• Conclusion
• p. 301

• Checklist for succession planning
• p. 302

• References
• p. 302

• Part 3
• HR as a strategic function
• p. 304

• 12
• HR strategists in action
• p. 307

• Developing a strategic HR agenda
• p. 307

• Repositioning HR--from transactional to value added
• p. 309

• HR competencies
• p. 311

• Adding value at Standard Life
• p. 320

• Conclusion
• p. 333

• Checklist for strategic HR practitioners
• p. 334

• References
• p. 335

• 13
• International approaches to HRM
• p. 336

• A global HR agenda
• p. 337

• Developing global leaders
• p. 339

• Supporting transnational teams
• p. 340

• Building a global culture in Standard Chartered Bank
• p. 342

• Checklists on globalizing and supporting the international business
• p. 352

• References
• p. 355

• Part 4
• Implementing strategic change
• p. 357

• 14
• Bringing about strategic change
• p. 359

• What is meant by 'culture change'?
• p. 360

• Approaches to changing cultures
• p. 365

• Communication and leadership
• p. 367

• Helps and hindrances in managing change
• p. 370

• Checklist--Developing a positive climate for change
• p. 372

• Developing a customer-focused culture in Standard Life
• p. 372

• The role of HR in supporting change
• p. 374

• Measuring progress--and success
• p. 377

• Lessons learned
• p. 380

• Change at Thresher--updating the Operations Development Project story
• p. 380

• Winning board commitment
• p. 382

• Creating the principles for managing change
• p. 383

• The HR contribution
• p. 384

• Capturing the learning
• p. 386

• A success story...
• p. 387

• An individual's experience of the change process
• p. 388

• Getting the balance right
• p. 389

• 1999 and beyond
• p. 390

• Key learning points
• p. 391

• Checklists on change management
• p. 392

• References
• p. 393

• 15
• Mergers and strategic alliances
• p. 394

• The growth of mergers
• p. 396

• What separates merger partners
• p. 398

• Mergers need managing
• p. 399

• Communication
• p. 401

• Waves of change
• p. 404

• The Whitbread case: the integration of Peter Dominic with Thresher
• p. 406

• Key learning points
• p. 413

• How HR can help an organization through a merger
• p. 414

• Alliances
• p. 419

• Making alliances work
• p. 420

• Conclusion
• p. 421

• References
• p. 422

• 16
• Creating a learning culture
• p. 423

• Knowledge management
• p. 424

• How can barriers to the sharing of knowledge be overcome?
• p. 428

• How organizations are developing intellectual capital
• p. 432

• Moving towards organizational learning
• p. 435

• Networking
• p. 437

• Culture change at Sainsbury's Logistics division
• p. 437

• Open Access Development Centres at Standard Life
• p. 438

• Sun Microsystems
• p. 439

• Creating a self-development culture at the National Air Traffic Services (NATS)
• p. 439

• Conclusion
• p. 442

• References
• p. 443

• Conclusion
• p. 444

• Index
• p. 455