Leadership-Driven HR

Transforming HR to Deliver Value for the Business
 
 
Jossey-Bass (Verlag)
  • 2. Auflage
  • |
  • erschienen am 18. Dezember 2012
  • |
  • 304 Seiten
 
E-Book | ePUB mit Adobe DRM | Systemvoraussetzungen
978-1-118-36430-7 (ISBN)
 
Presents a new vision for HR's role in business
Focusing on strategic solutions for HR, Leadership-DrivenHR challenges the traditional view of HR as a service functionand replaces it with a new vision of HR as an internal businessaccountable for the return on investment of essential corporateassets--people and organizational processes.Leadership-Driven HR provides practical strategies forleveraging HR's role, priorities, accountabilities, andorganizational design.
* Focuses on strategic solutions for HR, addressing current andongoing concerns in the world of HR
* Dr. David Weiss is President & CEO of Weiss InternationalLtd., which leads innovative consulting and HR projects thatgenerate effective strategy, leadership, innovation, and HRsolutions for leaders and employees
HR serves a critical role in managing your most valuable assets.Discover new ways this department can create significant ROI foryour business.
  • Englisch
John Wiley & Sons
  • 0,89 MB
978-1-118-36430-7 (9781118364307)
1118364309 (1118364309)
weitere Ausgaben werden ermittelt
Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and human resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David also teaches in three executive development programs at the Rotman School of Management at the University of Toronto, the Schulich School of Business at York University, and The University College of Cayman Islands. His doctorate is from the University of Toronto, and he has Masters degrees in Education and Psychology from Columbia University.
David is also a Senior HR Professional (SHRP), an Institute Certified Director (ICD.D) with the Institute of Corporate Directors, an advisory board member of the Canadian Society for Training and Development, a Certified Training and Development Professional (CTDP), and a past Director on the Board of the Princess Margaret Hospital Foundation. He has been honored with the "HR Leadership Award" at the Asia-Pacific HR Congress, the "HR Distinction Award" from HR Israel, the "Distinguished Lecturer" certificate from the Government of Canada and the Government of Ontario, and the lifetime designation of "Fellow" from both HRPA and CSTD in Canada.
David is a highly sought-after executive consultant, educator, and keynote speaker who has presented at over 200 conferences and is the author or co-author of five other business books: Innovative Intelligence (2011), Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). Leadership-Driven HR is his sixth book. For more information, visit www.weissinternational.ca and follow David @DrDavidWeiss.
Acknowledgments xiii
Preface xvii
About the Author: Dr. David S. Weiss xxvii
PART ONE: TRANSFORMING HR 1
CHAPTER ONE: BEING LEADERSHIP-DRIVEN 3
HR as a Driver of Business Leadership 5
HR Drives Value Through Leaders 8
HR is Driven to Lead 15
Conclusion 19
Summary 20
CHAPTER TWO: LINE OF SIGHT TO THE EXTERNAL CUSTOMER21
Stage 1: From Control to Service Providers 22
Stage 2: From Service Providers to Partnerships 24
Clear Line of Sight to the External Customer 25
Implications for HR's Internal Relationships 27
Conclusion 31
Summary 32
CHAPTER THREE: "LIGHTEN UP" TO DELIVER PRIORITIES33
Lighten Up to Rebalance Work 34
Leadership and the Need to Lighten Up 34
Lighten Up by Removing the "Noise" from the System37
The 4Ds: Delete, Delay, Distribute, Diminish 40
Conclusion 48
Summary 49
PART TWO: THE WORK OF HR 51
CHAPTER FOUR: THE HR TRIANGLE CHART 53
People Capabilities, Organizational Capabilities, and HR ValuePropositions 55
Apply the Lighten-Up Process to the HR Triangle Chart 57
Conclusion 59
Summary 60
CHAPTER FIVE: PEOPLE CAPABILITIES 61
The Find People Capability 62
The Develop People Capability 68
The Retain People Capability 82
Conclusion 88
Summary 89
CHAPTER SIX: ORGANIZATIONAL CAPABILITIES 91
Cultural Transformation and Implementing Change 92
Restructuring and Design 93
Organizational Alignment 99
Return on Investment in Human Capital 108
Conclusion 119
Summary 120
PART THREE: THE HR VALUE PROPOSITION 123
CHAPTER SEVEN: HR VALUE PROPOSITION: AN OVERVIEW 125
The Seven Steps to Develop an HR Value Proposition 129
Confi rm that the HR Value Proposition Mitigates the BusinessRisk 130
HR Must Partner to Deliver the HR Value Proposition 133
Conclusion 134
Summary 135
CHAPTER EIGHT: BUILD LEADERSHIP CAPACITY 137
Management Capacity Versus Leadership Capacity 138
Element 1: Applying Innovative Intelligence 141
Element 2: Applying Emotional Intelligence 147
Element 3: Aligning Employees and Teams to the Future Direction152
Element 4: Engaging Employees and Teams with the FutureDirection 155
Integrating the Four Elements of Leadership Capacity 161
Conclusion 163
Summary 165
CHAPTER NINE: ACCELERATE CULTURE TRANSFORMATION 167
Why Is Accelerating Culture Transformation So Challenging?168
What Is Culture? 169
The Laser-Beam Approach to Culture Transformation 171
Final Observations about Culture Transformation 187
Conclusion 191
Summary 192
CHAPTER TEN: IMPLEMENT CHANGE 195
Change and Transition 197
Eight-Step Implementing Change Process 198
Conclusion 229
Summary 230
CHAPTER ELEVEN: MAKING LEADERSHIP-DRIVEN HR HAPPEN233
F: Forward Thinking 236
O: Outside-In 240
C: Co-Create 243
U: Up-to-Date 250
S: Synergies Within HR 252
Conclusion 257
Summary 260
Index 263

Preface

Leadership-Driven HR is the culmination of 18 years of writing and 25 years of practice. The journey began with the publication of my first two books: Beyond the Walls of Conflict (1996) and High Performance HR (2000). These books explored the strategic work of Human Resources (HR) and Labor Relations and how HR can contribute to transforming a business. High Performance HR became a bestseller and was widely used by HR professionals to guide their focus and by universities as part of their business and HR curriculum.

Subsequently, I became immersed with the evolving challenge of the leadership gap and researched how to overcome that gap. It was evident that the leadership gap was a global problem and that it had important implications for human resources professionals. My third, fourth, and fifth co-authored books all explored various aspects of the leadership gap. The third book, The Leadership Gap (2005), explored the need for leaders to be holistic and identified what organizations need to do to build leadership capacity. The fourth book, Leadership Solutions (2007), explored how to measure leadership capacity to pinpoint the areas where organizations should target their development of this capacity. The fifth book, Innovative Intelligence (2011), focused on the challenge of the innovation gap, which can be significantly reduced by developing leaders of innovation who draw out the innovative capacity of their employees and teams so that they can gain insight and discover inventive solutions to complex issues.

Leadership-Driven HR completes the circle of my journey. It reflects my return to writing directly to HR professionals about how the HR function still needs to transform with a primary focus on being leadership-driven. This book is built on my previous writings and introduces many new, important, and practical frameworks and tools that HR can use to transform in order to deliver value for the business.

Over the past decade, the human resources function has experienced a tremendous state of flux as exemplified by the plethora of names by which the HR function is now called. Although most human resources departments are still called Human Resources (HR), new names are appearing, including Talent Management, Talent and Organizational Development, People and Organizations, and People and Organizational Capabilities. Also, the senior leaders of HR are using a wider range of titles in addition to VP of HR, including chief human resources officer, chief people officer, chief talent officer, VP talent and organizational effectiveness, and VP talent and communications. Some executives explicitly reject the label “HR,” suggesting that people are not resources that can be “mined” but rather that people are individuals who need to be engaged and developed. The wide variety of names for the function and titles for its senior leaders signal that HR is still in a process of discovering what it really stands for.

Rather than entering into the debate and choosing a new name for HR, Leadership-Driven HR uses the traditional and still widely used name “HR” but emphasizes its new focus on being leadership-driven. This book explores the way HR drives the business to lead, examines how HR delivers value through its leaders, and describes how HR itself needs to be driven to lead for business success. It also emphasizes that HR needs to have a clear line of sight to the external customer for all of its work, and that it needs to be rigorous in prioritizing its work so that it can ensure it delivers its priorities. Many executives will welcome HR's new focus on being leadership-driven in a way that eventually benefits the external customer. Based on extensive practice and research, Leadership-Driven HR clearly defines how HR needs to transform to deliver value for the business and describes the strategies and practical tools necessary to transform HR's priorities and accountabilities.

A Description of This Book


This section presents a description of each chapter of Leadership-Driven HR. Most readers will want to read the book in its entirety for a full understanding of how HR needs to transform to deliver value for the business. However, some readers may want to dip into the book and explore specific topics that meet a particular need. The following descriptions should guide the reader to determine what will address their needs most effectively.

Part One: Transforming HR


Chapter One: Being Leadership-Driven


The HR role in businesses has changed dramatically and will continue to change over the next decade. Currently, the ratio of HR professionals to employees has shifted from 1:100 to, in some cases, 1:500. The only way for HR to deliver value for the business with these ratios is to become leadership-driven. This chapter focuses on three ways HR must transform to become leadership-driven: (1) HR as a driver for business leadership—which includes how HR takes an “outside-in” approach to the business to deliver strategic value; (2) HR as a driver of leaders—which focuses on ensuring that all leaders become people leaders and that all employees become more self-reliant; and (3) HR being driven to lead—which describes how HR must function as a center of excellence in people capabilities and organizational capabilities as it delivers value for the business.

Chapter Two: Line of Sight to the External Customer


Many HR organizations focus on internal customers as their priority work. However, when HR is leadership-driven, they must have a line of sight to the leaders' customer, which is the external customer. This chapter describes how HR can achieve the necessary insight and knowledge of external customers' needs and perceptions as they work internally with business leaders.

Chapter Three: “Lighten Up” To Deliver Priorities


The first two chapters described the additional strategic work that HR will need to accomplish as it strives to become a leadership-driven HR function with a clear line of sight to the external customer. However, if work is added, HR will have the equal challenge to balance its priorities and “lighten up” work of a lower priority. Many HR organizations have struggled to identify priority work and to reduce their workload. HR needs to use its leadership focus and clear line of sight to the external customer as filters to determine its top-priority work so that time and effort will not be spent on work of little value. In addition, HR has to become highly effective at helping business leaders become the “first line of defense” to respond to employee issues. If HR does not lighten up its work, the HR function will never have the time to deliver the value that the business requires.

Part Two: The Work of HR


Chapter Four: The HR Triangle Chart


This chapter introduces the HR triangle chart, which provides an overview of the three capabilities of leadership-driven HR. These are:

  • People capabilities: The HR outcomes that reflect the flow of people through the employment life cycle—from finding talent to developing talent to retaining talent.
  • Organizational capabilities: The HR outcomes that reflect the flow of work—from work entering the business to being processed by the business to delivering value for the external customer.
  • HR value proposition: The top-priority people capability or organizational capability that mitigates a critical business risk. When HR delivers its value proposition, the business will have a much greater probability that it will realize its strategic direction.

Chapter Five: People Capabilities


HR needs to guide leaders to be people leaders through the entire employment life cycle, from finding talent to developing talent, to retaining talent. This chapter describes how HR guides leaders as they fulfill their part in delivering people capabilities and how HR must be a center of excellence that delivers key aspects of people capabilities.

Chapter Six: Organizational Capabilities


A significant evolution of HR over the past decade has been the expectation that HR demonstrates excellence in organizational capabilities. HR has always been expected to excel at people capabilities; however, the expectation for HR to excel at organizational capabilities is very recent. This chapter describes how HR must be a center of excellence that delivers aspects of five essential organizational capabilities and how HR must guide leaders as they fulfill their part in delivering these organizational capabilities.

Part Three: The HR Value Proposition


Chapter Seven: HR Value Proposition: An Overview


This chapter provides an overview of the next three chapters, which focus on three people and organizational capabilities that are frequently elevated to the level of the HR value proposition. The HR value proposition is the promise to deliver a top-priority HR solution targeted to mitigate a critical business risk. In all cases, the HR value proposition is one of, or a combination of the people capabilities and/or the organizational capabilities. The specific people or organizational capability that mitigates a critical business risk is elevated to the level of an HR value proposition.

Chapter Eight: Build Leadership Capacity


Many businesses develop strategies with the assumption that they have the current and future leadership capacity to deliver that strategy. The HR value proposition of “build leadership capacity” is...

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