Leadership-Driven HR
Transforming HR to Deliver Value for the Business
1st Edition
Published on 13. December 2012
304 pages
978-1-118-36431-4 (ISBN)
Description
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.
Reviews / Votes
"This book clearly redefines the valuable role and impact HR canhave in business. Particularly refreshing is the acknowledgment anddefinition of the link HR has with the external customer. Istrongly recommend this book to all HR professionals considering are-evaluation of their own HR function." -- Ron Guest, Vice President, Human Resources, BellCanada "This book provides a valuable new way for HR professionals tothink about their work, their department, and how they can becomestrategic players in their organization. David Weiss's examples andinsights include such gems as the 'abandonment' principle: how todelay, dump, distribute, or diminish low value-added HR work. Thatalone is worth the price of the book. But there are lots of otherjewels. Don't miss this important new book-- a must-read forthe forward-thinking HR professional." -- Dr. Carol Beatty, Professor, Business School, Director,Industrial Relations Centre, Queen's University "Finally, a book that shows us how to build the HR function intoone that is truly valued as a strategic businiess partner-- amust-read for all business leaders." -- James Marchant, Vice President Human Resources, C-MACIndustries "It is indeed refreshing to see a human resource book thatfocuses on external customers and treats human resources as abusiness and not just a staff function." -- Dr. Jagdish N. Sheth, Charles H. Kellstadt Professor ofMarketing, Goizueta Business School, Emory University "It is brilliantly insightful. What I find so compelling aboutit is just how accurate a depiction it is of both HR reality and,hopefully, HR potential." -- Lynn Evans, Vice President Human Resources, NortelNetworksMore details
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Person
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.
Content
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
