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Developing HR Talent: Building A Strategic Partnership With The Business (Gower HR Transformation Series)

 

 

 

Developing HR Talent: Building a Strategic Partnership with the Business (Gower HR Transformation Series)

by Kirsty Saddler

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Faced with numerous challenges, from globalism to economic turbulence, organizations need an Human Resources function that can lead from the front. The process of transforming HR is complex (and rarely linear). It involves creating a function that can direct the strategic debate, gain agreement and then execute and measure the results which, for some, involves a highly complex and often painful process of change. In this book the authors describe best practice in talent management for the HR function. They share, and guide you through, their model for successful HR development, and point you to potential solutions and good practice which has worked for other companies. This book is part of the Gower HR Transformation Series which uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the process. The books follow a standard format to make them easy to read and reference. Together, the titles in the series create a definitive guide to HR transformation from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation projects for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, HM Prison Service, Transport for London and Vodafone.

 

 

Details:
rank:
price: $49.95
bound: 148 pages
publisher: Routledge (March 2, 2017)
lang: English
asin: B06XDNCW3M
isbn:
weight:
filesize: 3119 KB

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Developing HR Talent: Building a Strategic Partnership with the Business (Gower HR Transformation Series) Kirsty Saddler

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Developing HR Talent: Building a Strategic Partnership with the Business (Gower HR Transformation Series)

Some case studies talked about this stage being associated with people looking outside of their organisation at their friends careers and wanting the same opportunities.In the same vein, many of the organisations Ive worked with have introduced a more sophisticated reward offering at this stageExplicitly define the deliverables from HR, and hold HR accountable for resultsFinally, the hardest but perhaps most important thing senior managers can do to drive forward the new mandate for HR is to improve the quality of the HR staff itselfDrive better performance conversations between managers and their direct reports by using our guidebook to effective performance conversations (excerpted)Losers will spend time trying to control and master changeThe revenue of the US firms was also greater: $5.0 billion (median) versus $2.0 billion (median) for the international sample.We measured HR's role in strategy by asking the survey respondents to rate HR roles in their company by choosing one of the following: 1 = human resources plays no role in strategy (4%); 2 = human resources is involved in implementing the business strategy (22%); 3 = human resources provides input to the business strategy and helps implement it once it is developed (54%); 4 = human resources is a full partner in developing and implementing the strategy (21%)For instance, Hewitt's activity analysis at a large electronics manufacturer showed that the largest delivery expenditure was on recruiting and/or staffing-despite the fact that a hiring freeze had been in place for more than a year

 

Many HR processes can be done better, faster, and cheaperFor example:Recruitment, for example, is shifting entirely towards 'network recruiting', where the drivers of success are employment brand, candidate relationship management, the use of analytics to determine who are the best candidates, and strong and local relationships with hiring managers.Learning is shifting towards a 'self-learning' digital learning environment, where individuals can learn on-demand, decide between formal and informal learning, and their training is integrated into their career management and professional goals.But as these various talent strategies are improved, and more analytics are applied to each, the company must also do something else: they must move HR back into the business in a more local wayAs well see, it is likely that as the company grows, so does the need for more specialist people management capabilitiesLAWLER, E.E1

 

Rucci, Steven PIts clear that SMEs are not simply a scaled-down version of a larger organisationIn Shell these integration roles have been established and aligned to the management of international joint ventures, which have a particular importance in their upstream businessKnowledge has become a direct competitive advantage for companies selling ideas and relationships (think of professional service, software, and technology-driven companies) and an indirect competitive advantage for all companies attempting to differentiate themselves by how they serve customers(2015) Global trends in human resource management: a twenty-year analysisGet step-by-step guidance to drive application of HR data from this Talent Analytics Guidebook

 

Vol 16, No 1Most other events are dealt with ad hoc, including bereavement leave, someone handing in their notice or clashes between members of staff.Emerging enterpriseIf the business transitions into the emerging enterprise stage (through increasing workforce numbers or needing a more formal approach), more people issues come to the foreCollectively, these challenges require organizations to build new capabilitiesSeveral well-established frameworks can be used in this processIn some of our case studies there was an HR assistant responding to the day-to-day requirements of HR, as well as an HR manager balancing the short- and long-term demands.Established organisationIn this final stage of the framework the SME is looking more like a larger organisationAnd once such specific goals are set, consequences must follow if they are missedBlueprints can illuminate the places in a house that require immediate improvement; organizational-architecture plans can be similarly usefulTalent strategy must be closely aligned with the role of business managers so that performance and development are embedded in day-to-day activity and that in turn demands leadership and a commitment to embedding change from the top of the organisation.The case for change?The case for investment in HR transformation has often been compelling(For an example of a very effective change model, developed with and used extensively by GE, see the chart Change Begins by Asking Who, Why, What, and How.) HR professionals must introduce such a model to their organizations and guide executive teams through itthat is, steer the conversation and debate that answers the multitude of questions it raises

 

GlobalizationHaving HR leaders gain first-hand experience as business leaders throughout their careers seems likely to prepare them more fully for true business partnership than does having only HR jobs.Perhaps even more important is having leaders outside of HR rotate into the function, which is also associated with a stronger HR strategic roleThe same study that revealed the shortage of effective HR BPs also identified a strong connection between the impact of HR BPs and their degree of business acumenAnd as the focus of the business tends to now be shifting to a longer-term view, the HR approach needs to do the sameNot all technology adds valueIt might be that you access the deep data analytical skills from elsewhere in the business or from contractors who work closely with your HR business partners, but your HR business partners must recognise the value that issue-driven data analytics will bring to HR.Be willing to throttle back the promiseIn a desire to be seen to be responsive and relevant, there is a danger we overpromise and under-deliverIn time, the concept of HR as a strategic partner will make business senseChange, Change, and More Change 07f867cfac

Kirsty Saddler

 

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