HR Strategy Creating business strategy with human capital Second Edition by Paul Kearns 9781136439162 1136439161

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ISBN 10: 1136439161
ISBN 13: 9781136439162 
Author: Paul Kearns

With a huge proportion of any organization’s expenditure invested in human resources and economic pressures demanding that companies become leaner than ever, it has never been more important for HR professionals to think and act strategically to turn their people planning into profit. Focusing on HR as a key driver of competitive advantage and sustainable success, HR Strategy, second edition, demonstrates how to create a winning human resource strategy by predicting the results you expect to see and developing a workable, measurable plan for managing human capital. All of this requires an ability to tap into the needs of individual employees to unleash their maximum value. This concise, easy-to-read text takes a practical, how-to approach, covering both the wide-angle theory and the day-to-day practice. This new edition includes: Updated case studies to demonstrate how strategies work in different organizational contexts Thorough revision throughout to incorporate the latest theories, developments, tools and measures Increased focus on the questions you need to ask about how your organization is configured, its values and principles, and what changes can be made from the ground up

HR Strategy Creating business strategy with human capital Second Table of contents:

About the Author
Preface to the 2nd Edition
Executive Introduction and Overview
Which Door Do You Want to Open?
The Basic Thesis Behind HR-Business Strategy
HR-Business Strategy Checklist – Does Yours Pass the Test?
Structure of the Text

1. What is the Purpose of HR-Business Strategy?
Predicting the Future for Your People
HR-Business Strategy and the Art of War
HR-Business Strategy is Inherently Complex
So What is a High-Value Organization?
The Toyota Way
Lessons for HR-business Strategy from Toyota

2. HR-Business Strategy is a New, Generic Option
A ‘New’, Generic, Strategy
Reporting on Strategy
Why Most Existing HR ‘Strategies’ are not Worthy of that Name
Developing Your Own HR-Business Strategy
Three Mission Statement Tests
Strategy
The ‘Best’ Businesses Do not Necessarily have the Best HR Strategies
The HR-Business Strategy Matrix

3. What Does a Strategic HR-Business Look and Feel Like?
Some Golden Rules and Principles of Structural, Organization Design
Systems
Human Systems and Organizational Culture
Avoiding Default Mode
The Golden Triangle – Structure, Process, Roles
Some Lessons in Flexible Organisations from Arup
A Strategic HR-Business Requires Strategic Learning
The Learning Maturity Scale

4. So What is the Best Theory on Managing People?
How Do You Manage People?
Smoking Kills! – Lessons in Employee Engagement
Employee Retention is a Value Proposition
A Welcome Letter from the CEO
Structural Staff Turnover and Retention
A Simple Model of People Management
Testing HR Theories
‘Magic’ Pills and HR ‘Homeopathy’
The HR ‘Catch-22’
The Myth of ‘Change Management’
Individually Centred HR-Business Strategies

5. Are you Mature Enough for HR-Business Strategy?
Just a Minute Before you Rush Off
‘‘Whatever People Say HR is – That’s What It’s Not’’
The Three-Box Priority System
Getting HR Struck Off
The HR Maturity Scale
The Stages of The HR Maturity Scale
Organizational Indicators of Maturity
Call that an HR-Business Strategy?
HR-Business Strategy Must Engage the Business, not the Latest Fad
Summary of Key Lessons on HR Maturity Analysis

6. Who Will Develop the HR-Business Strategy?
Do CEOs Make Good HR-Business Strategists?
The Performance or ‘Vitality’ Curve
Leaders, Backbone, Dead Wood and the Danger Zone
Professional Management and HR-Business Strategists
HR-Business Strategists are Great Forecasters
Evidence-Based Human Capital Management (HCM)
Putting a Value on Human Capital – the HCM Revolution
So What Exactly is Value?
There are No Intangibles in HCM
The Paradigm Shift in Managing People – the Focus on Value

7. Strategic Value Measures and Management Tools
People Management Cannot be Reduced to a Formula
We All Measure Everything We Do
Soft and Hard Measures – What is the Difference?
The Balanced Business Scorecard
EFQM – European Quality Award/Excellence Model
Investors in People (IIP)
The Meaningful Measures Test
Common Measures are Worth Revisiting
Installing a Human, Performance Management System
Testing the System
Assessing and Reporting on Human Capital Management

8. What Factors have the Biggest Influence on the Value of an HR-Business Strategy?
Greenfield or Brownfield?
Does Size Matter?
How Much Influence Does Local Culture Have?
What about a Clear Philosophy on Pay and Rewards?
How Do Unions Fit in?
HR-Business Strategy Needs Strong Psychological Contracts
Is HR-Business Strategy Appropriate When there isn’t a ‘Business’?

9. Due Diligence and Reporting on Human Capital
No Simple Algorithm but a Comprehensive Report
HCM Agendas
The Common Sense Test
Evidence-Based Management
Some Lessons in Evidence-based-HCM for GSK
Damn Lies and Statistical Integrity
Good and Bad Politics
A Working Example of an HCM Report
Notes, Narrative and Interpretations of the HCM Report
Casting a Critical, Human Capital Eye Over Some Real Organizations
The UK National Health Service (NHS)
Honda
Universities and Higher Education
Private Equity and Hedge Funds
Monopolies
Start Ups
National and International HR-Business Strategy

Index

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Tags: HR Strategy, business strategy, human capital, Paul Kearns