Tài liệu Aligning Human Resources and Business Strategy - Second Edition

What difference can the aspiring HR strategist really make to business value?

In the new edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies.

Featuring updated profiles and case studies from top HR strategists who have used their skills to deliver a variety of key business objectives, Aligning Human Resources and Business Strategy, 2nd edition provides inspiration and guidance on how to apply the theory to challenges in your organization.

Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.

Linda Holbeche is Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD). Linda chairs and speaks at meetings and conferences worldwide and appeared at number six in Human Resources magazine's HR most influential 2008 roll call of top industry thinkers.

* New edition of HR best-seller by influential industry thinker Linda Holbeche
* Essential insights and examples demonstrate how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development
* Case studies and vignettes on managing change, influencing organizational development, identifying and retaining talent, and leadership development provide inspiration and guidance on how to apply the theory to challenges in your organization

Review Linda Holbeche describes the alignment of HR strategy with business strategy as the holy grail of HR teams and, equipped with this wonderful book, it's an objective which I believe many more of those teams will be able to achieve. By combining a balanced and incisive review of the latest academic thinking with well-chosen and insightful examples of current best practice, she has created a valuable resource which is inspirational and pragmatic in equal measure. - David Fairhurst, Senior Vice President and Chief People Officer, McDonald's UK and Northern Europe
As leaders face enormous business challenges, they increasingly turn to HR for insight and support. Linda's book guides HR professionals in giving thoughtful and useful advice. It offers clear guidelines and approaches for HR to help leaders better identify and solve their problems. The ideas in the book are comprehensive, thoughtful, and accessible. This wonderful book will help line managers know what to expect from HR and HR professionals know how to meet those expectations. - Dave Ulrich, Professor of Business, University of Michigan and Partner, The RBL Group


From the Publisher Building on surveys undertaken through Personnel Today magazine, and research via Roffey Park Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilized their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence. Case studies include Mergers & Acquisitions policies, organizational design, retaining high flyers in an international environment, and core competency approaches. Linda Holbeche's previous book on Motivating People in Lean Organizations was shortlisted for the MCA book prize in 1998. --This text refers to an out of print or unavailable edition of this title.

Contents

Part I
The Need for Strategic Human Resources 1
1. Introduction: From Business Partnering to Leadership 3
2. The Context for Strategic HR 29
3. Transforming HR into a Strategic Partner 66
4. Measuring the Impact of Strategic HRM 89
5. Aligning Business and HR Strategy 124
Part II
Strategies for Managing and Developing Talent 163
6. Recruitment and Retention Strategies 165
7. Managing and Rewarding for High Performance 194
8. Strategies for Developing People 232
9. Developing Effective Career Strategies 263
10. Developing International Managers 288
11. High-Potential Assessment and Succession Planning 308
Part III
Human Resources as a Strategic Function 339
12. Skills for HR Strategists 341
13. Working Across Boundaries 365
14. Global HRM 381
Part IV
Implementing Strategic Change 405
15. Bringing about Culture Change 407
16. Mergers and Acquisitions 437
17. Creating a Learning Culture 460
Conclusion 477
Index 489