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.