Cover image for Leadership-Driven HR : Transforming HR to Deliver Value for the Business.
Leadership-Driven HR : Transforming HR to Deliver Value for the Business.
Title:
Leadership-Driven HR : Transforming HR to Deliver Value for the Business.
Author:
Weiss, David S.
ISBN:
9781118364314
Personal Author:
Edition:
2nd ed.
Physical Description:
1 online resource (303 pages)
Contents:
Leadership-Driven HR: Transforming HR to Deliver Value for the Business -- Contents -- Acknowledgments -- Preface -- About the Author -- PART ONE: TRANSFORMING HR -- CHAPTER ONE: BEING LEADERSHIP-DRIVEN -- HR as a Driver of Business Leadership -- HR Drives Value Through Leaders -- 1. All Leaders Are People Leaders -- 2. All Employees Are Self-Reliant -- 3. HR Is the Center of Excellence in People and Organizational Capabilities -- HR is Driven to Lead -- Conclusion -- Summary -- CHAPTER TWO: LINE OF SIGHT TO THE EXTERNAL CUSTOMER -- Stage 1: From Control to Service Providers -- Stage 2: From Service Providers to Partnerships -- Clear Line of Sight to the External Customer -- Implications for HR's Internal Relationships -- 1. Be Strategic Thinkers -- 2. Build Partnerships with Business Leaders -- 3. Function as "Idea Merchants" -- 4. Develop a Unique Perspective Regarding People and Organizational Capabilities -- 5. Demonstrate Strength of Character -- Conclusion -- Summary -- CHAPTER THREE: "LIGHTEN UP" TO DELIVER PRIORITIES -- Lighten Up to Rebalance Work -- Leadership and the Need to Lighten Up -- Lighten Up by Removing the "Noise" from the System -- The 4Ds: Delete, Delay, Distribute, Diminish -- Delete -- Delay -- Distribute -- Diminish -- Conclusion -- Summary -- PART TWO: THE WORK OF HR -- CHAPTER FOUR: THE HR TRIANGLE CHART -- People Capabilities, Organizational Capabilities, and HR Value Propositions -- Apply the Lighten-Up Process to the HR Triangle Chart -- Conclusion -- Summary -- CHAPTER FIVE: PEOPLE CAPABILITIES -- The Find People Capability -- Find the Best Talent -- Discover Hidden Talent -- On-Boarding for Success -- The Develop People Capability -- Build Leadership Capacity and Employee Engagement -- Talent Management -- Total Rewards -- Voice of Employees -- The Retain People Capability -- Retention of Key Talent.

Knowledge Transfer from Departing Employees -- Renewal Post-Departures -- Conclusion -- Summary -- CHAPTER SIX: ORGANIZATIONAL CAPABILITIES -- Cultural Transformation and Implementing Change -- Restructuring and Design -- Principle #1: Structure always follows strategy, not people -- Principle #2: Establish criteria for success and "non-negotiables" for the restructured organization -- Principle #3: Identify the hierarchical structural options to determine where authorities reside -- Principle #4: Address hierarchical structural limitations with lateral processes -- Principle #5: Use the least authority for the lateral processes that allow the hierarchical structure to work well -- Principle #6: If a business is changing frequently, then leverage the lateral processes to enable the business to change quickly -- Principle #7: Engage in the process of people mapping after choosing the preferred hierarchical structure and lateral processes -- Organizational Alignment -- Executive Team Alignment -- Cross-Functional Alignment -- Alignment among Strategic Teams -- Alignment with Internal Best Practices -- HR Champions Organizational Alignment -- Return on Investment in Human Capital -- Including ROI of Human Capital on the Balanced Scorecard -- How HR Secures Investment in Human Capital through ROIHC -- The Implications for the Work of HR -- The HR Competencies Needed to Support ROIHC Analysis -- Conclusion -- Summary -- PART THREE: THE HR VALUE PROPOSITION -- CHAPTER SEVEN: HR VALUE PROPOSITION: AN OVERVIEW -- The Seven Steps to Develop an HR Value Proposition -- Confirm that the HR Value Proposition Mitigates the Business Risk -- HR Must Partner to Deliver the HR Value Proposition -- Conclusion -- Summary -- CHAPTER EIGHT: BUILD LEADERSHIP CAPACITY -- Management Capacity Versus Leadership Capacity -- Element 1: Applying Innovative Intelligence.

What is it? -- Analysis and Implications -- Principle #1: Innovation works best within precise boundaries -- Principle #2: Innovation works best with diverse teams -- Principle #3: Sustainable innovation needs leaders of innovation rather than innovative leaders -- Element 2: Applying Emotional Intelligence -- What is it? -- Analysis and Implications -- Element 3: Aligning Employees and Teams to the Future Direction -- What is it? -- Analysis and Implications -- Element 4: Engaging Employees and Teams with the Future Direction -- What is it? -- Analysis and Implications -- Integrating the Four Elements of Leadership Capacity -- Conclusion -- Summary -- CHAPTER NINE: ACCELERATE CULTURE TRANSFORMATION -- Why Is Accelerating Culture Transformation So Challenging? -- What Is Culture? -- The Laser-Beam Approach to Culture Transformation -- Step 1: Identify the Compelling Business Reasons for Cultural Transformation -- Step 2: Articulate What the Desired Culture "Should" Be -- Step 3: Describe What the Current Culture "Is" -- Step 4: Target Aspects of the Current Culture to Retain -- Step 5: Target Aspects of the Current Culture to Modify -- Step 6: Develop the Culture Transformation Implementation Plan -- Final Observations about Culture Transformation -- Leverage Group Problem-Solving to Develop Culture -- Build the Leadership Culture to Accelerate Cultural Transformation -- Develop an Engaging Retention Strategy for Key Talent -- Engage the Expertise of HR -- Conclusion -- Summary -- CHAPTER TEN: IMPLEMENT CHANGE -- Change and Transition -- Eight-Step Implementing Change Process -- Step 1: Urgency -- Step 2: Team -- Step 3: Change Strategy -- Step 4: Stakeholders -- Step 5: Detailed Planning -- Step 6: People -- Step 7: Implement -- Step 8: Improve -- Conclusion -- Summary -- CHAPTER ELEVEN: MAKING LEADERSHIP-DRIVEN HR HAPPEN -- F: Forward Thinking.

Examples of Barriers to Making Leadership-Driven HR Happen -- Using "Forward Thinking" to Overcome These Barriers -- O: Outside-In -- Examples of Barriers to Making Leadership-Driven HR Happen -- Using an Outside-In Approach to Overcome These Barriers -- C: Co-Create -- Examples of Barriers to Making Leadership-Driven HR Happen -- U: Up-to-Date -- Examples of Barriers to Making Leadership-Driven HR Happen -- Using an Up-to-Date Approach to Overcome These Barriers -- S: Synergies Within HR -- Examples of Barriers to Making Leadership-Driven HR Happen -- Using Synergies within HR to Overcome These Barriers -- Conclusion -- Summary -- Index.
Abstract:
Presents a new vision for HR's role in business Focusing on strategic solutions for HR, Leadership-Driven 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. Leadership-Driven HR provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design. Focuses on strategic solutions for HR, addressing current and ongoing concerns in the world of HR Dr. David Weiss is President & CEO of Weiss International Ltd., which leads innovative consulting and HR projects that generate effective strategy, leadership, innovation, and HR solutions for leaders and employees HR serves a critical role in managing your most valuable assets. Discover new ways this department can create significant ROI for your business.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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