By Laura Brown, Tony Grundy
ISBN-10: 0750657693
ISBN-13: 9780750657693
ISBN-10: 1417507721
ISBN-13: 9781417507726
Value-Based Human source process demonstrates how HR process will be located and carried out to generate genuine shareholder price, utilizing case stories from BT, Dyson, Marks and Spencer and others.The following issues are covered:* Scope, positioning, approach* approach thoughts* hyperlinks with dealing with for worth* venture coping with HR process* particular HR technique concerns and breakthroughs* Being an HR technique consultantMany HR managers are attempting to turn into extra of a specialist than an HR administrator and do not know the way to - this publication addresses that want. it's functional and includes visible instruments to paintings via HR matters. * indicates how the implementation of HR procedure can generate shareholder worth* makes a speciality of the sensible concerns instead of the theoretical underpinning* good points huge summaries, checklists, examples, workouts and case experiences
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Additional resources for Value-based Human Resource Strategy: Developing your HR Consultancy Role
Example text
However, as shown in the previous section, HR issues still appear to be relegated to a secondary position when compared to marketing strategy, financial strategy and to operational tactics. They are often given even less prominence in actual organizations. It is both a mystery and a puzzle that so few organizations appear to have an HR strategy of some kind, let alone get tangible value out of it. At one major conference on HR strategy (run by one of the authors), over 50 delegates were asked if they had an explicit HR strategy.
If we follow the argument that implementation is very frequently what lets corporate strategy down, then perhaps companies are well advised to begin the business strategy development process with at least some thinking about HR strategy, instead of starting off with product/market and competitive positioning. Sometimes they might even start with an HR/organizational strategy, and then look for possible competitive strategies that would be ‘naturals’ for the organization. The absence of a clear and deliberate HR strategy linked to corporate strategy (and thus the ‘people gap’) may therefore have a negative impact on organizational effectiveness and economic value.
Only a few hands went up. A few more hands went up when asked whether, even if they lacked an explicit, deliberate HR strategy, they had an emergent strategy (and probably they meant an ‘emergency’ strategy). An important limitation on HR strategy is the prevalence of excessively short-term thinking on resource allocation generally in many companies. As many of the cost drivers in organizations are people-related, this can greatly inhibit the development of an effective HR strategy. This underlines the very real importance of positioning it as value-based HR strategy.