9780814432495

Handbook for Strategic HR

by ; ; ; ;
  • ISBN13:

    9780814432495

  • ISBN10:

    0814432492

  • Format: Hardcover
  • Copyright: 2012-11-28
  • Publisher: HARPER COLLINS PUBLISHER

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Summary

The role of human resources is no longer limited to hiring, managing compensation, and ensuring compliance. Since the 1990s, a transformation has occurred. Companies are calling upon a new breed of HR professionals to behave as organization development consultants, helping to determine priorities in running the business, design how work gets done,craft strategy, and shape culture. A compendium of the best thinking on the subject, Handbook for Strategic HR includes more than 80 articles from the renowned OD Practitioner. It introduces readers to core organization development strategies and skills, giving them creative approaches, practical tips, and proven methods to help them: - See the big picture, think systemically, and strategically identify where best to foster change in their organization - Team up with consultants and senior-level staff in leading a change project - Put employee engagement to practical use and involve "minds, hearts, and hands" in the important work of the organization - Operate effectively in cross-cultural and virtual working situations Comprehensive and practical, this forward-thinking book enables readers to become key partners in leading their organizations forward.

Table of Contents

The Editorsp. ix
The Changing World of Human Resources
Introductionp. 3
The Role of Organization Development in the Human Resource Functionp. 9
Organization Development and Human Resources Managementp. 17
Consulting and Partnership Skills
Introductionp. 27
Facilitation and the Consulting Process
Facilitation 101p. 35
Action Research: The Anchor of OD Practicep. 46
The Organization Development Contractp. 53
The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practicep. 61
The Core Skills Needed in Consulting on Process Issues
Notes Towards a Better Understanding of Process: An Essayp. 66
The Consultant as Process Leaderp. 71
The Client-Consultant Relationship
Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention"p. 76
Who Owns the OD Effort?p. 82
Unraveling the "Who's Responsible?" Riddlep. 86
The Consultant as Person
Rules of Thumb for Change Agentsp. 88
If I Knew Then …: An Essayp. 94
Who Is the Client Here?: On Becoming An OD Consultantp. 100
Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant
An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Workp. 102
Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Effortsp. 110
Use of Self as an Instrument of Change
Introductionp. 121
Use of Self: Our Instrument of Change
Managing Use of Self for Masterful Professional Practicep. 127
Personal and Organizational Authority: Bringing the Self of Work Relationshipsp. 137
The Mental Realities We Build
Diversity, Inclusion, and the Ladder of Inferencep. 147
Mindfulness and Experiential Learningp. 152
Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consultingp. 161
Diversity and Social Justice: Practices for OD Practitionersp. 168
Racism in the Workplace: OD Practitioners' Role in Changep. 177
Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusionp. 182
Ethical Leadership
Ethical Leadership and OD Practicep. 191
Covert Processes
Diagnosing Covert Processes in Groups and Organizationsp. 198
Thinking Systemicaliy and Strategically
Introductionp. 209
Systems Thinking: The Connectedness of Everything
General Systems Theory: What is it? Is There an Application Example for OD?p. 218
Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choicesp. 226
Towards a Behavioral Description of High-Performing Systemsp. 234
An Evolving Understanding of Systems Thinking
Chaos and Complexity: What Can Science Teach?p. 241
The Postmodern Turn in ODp. 250
Designing Organizations
Culture
Corporate Culturep. 253
Trauma and Healing in Organizationsp. 259
Diversity and Inclusion as a Major Culture Change Interventionp. 267
Organic/Open Systems Models
Organizational Circulatory Systems: An Inquiryp. 275
Organic Organizational (Org2) Designp. 281
Participative Design: An Overviewp. 294
Complex Adaptive and Dialogic Approaches
Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systemsp. 302
Incorporating Social Network Analysis into Traditional OD Interventions: A Case Studyp. 310
Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Timesp. 320
Creating Change by Changing the Conversationp. 330
Employee Engagement
Introductionp. 341
Working Out: Building Strength Through Employee Engagement
A Brief and Provocative History of Participationp. 345
Employee Engagement and OD Strategiesp. 349
The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performancep. 357
Will Employee Engagement Be Hijacked or Reengineered?p. 368
One Plus One Equals Four Star Performance: Engaging in Collaboration
The Power of Interactive Collaborative Designsp. 375
Creating a Culture of Collaboration in a City Governmentp. 381
Lights, Camera, Action: Close-Ups of Engagement
Employee-Led Organizational Change: Theory and Practicep. 389
The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Managementp. 396
Interest-Based Problem Solving: Foundation of a Labor and Management Partnershipp. 402
Change Management
Introductionp. 411
Change by Any Other Name: Kinds of Change
Awake at the Wheel: Moving beyond Change Management to Conscious Leadershipp. 418
The Tao of Change Reduxp. 427
Improving Change Implementation: Practical Adaptations of Kotter's Modelp. 438
What Now? Understanding Change from the Change Recipient's Viewpoint
Change from the Employees' Perspective: The Neglected Viewpointp. 448
Resistance in Organizations: How to Recognize, Understand, and Respond to Itp. 455
Appreciative Inquiry: Debunking the Mythology Behind Resistance to Changep. 466
Utilizing States of Organizational Readinessp. 473
Developing Organization Change Champions: A High Payoff Investment!p. 483
How to Make Them Sit Up and Take Notice: The Successful Change Agent
The Role of Leadership in the Management of Organizational Transformation and Learningp. 491
Change Mastery, Simplifiedp. 499
Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get Therep. 507
Using Action Learning for Organization Development and Changep. 518
Strategic Change Consulting: How to Leverage Your Work at the Enterprise Levelp. 528
Special Topics
The Executive Perspective on Mergers and Acquisitionsp. 535
An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canadap. 543
Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements
Introductionp. 553
Creating Global Glue and Alignment
Global Glue and the Case Study of Fonterrap. 558
Organizational Development∆s Role When Going Globalp. 563
Implementing a Global Corporate Strategy: The Role of Organization Developmentp. 569
Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Changep. 575
Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiryp. 582
Leadership
Leadership Connectivity: Building Global Partnershipsp. 590
Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguardp. 597
Consultant Role
The Core Value of OD Revisited: A Compass for Global and International Organizational Developmentp. 605
OD: Dancing in the Global Contextp. 612
Community and Sustainability
Organization as Community: What We have to Learn from the Maasai about ODp. 619
Creating High Impact Organizations in the SADC: Adapting OD Methods and Practicesp. 624
Communication in Global Enterprises
Addressing the Global Virtual Competency Gapp. 632
OD 2.0: Shifting from Disruptive to Innovative Technologyp. 635
About the Contributorsp. 643
Indexp. 653
Table of Contents provided by Ingram. All Rights Reserved.

Excerpts

<html><head></head><body><p style="margin-top: 0">What You Will Find in This Resource </p><p style="margin-top: 0"></p><p style="margin-top: 0">Before beginning to compile this resource, we had conversations with many HR profes-sionals and both internal and external OD consultants. Based upon what they identified as important to their roles, we gathered key articles from the OD Practitioner written by seasoned OD practitioners that can provide the HR Business Partner with essential principles, creative approaches, practical tips, and proven methods to be a successful partner in crafting strategy, determining priorities, and helping shape an organization’s future. HR professionals can use this resource to deepen their knowledge and skills in how to: </p><p style="margin-top: 0"></p><p style="margin-top: 0">• Partner with senior level staff and internal or external consultants in leading a change initiative </p><p style="margin-top: 0">• Think systemically and strategically identify where best to foster change in the organi-zation </p><p style="margin-top: 0">• Effectively use one’s self as an instrument of change </p><p style="margin-top: 0">• Put employee engagement to practical use and engage “minds, hearts, and hands” in the important work of the organization </p><p style="margin-top: 0">• Operate effectively in the global market, cross-cultural situations, and virtual working arrangements </p><p style="margin-top: 0"></p><p style="margin-top: 0">The resource is divided into six sections: </p><p style="margin-top: 0">• Consulting and Partnership Skills </p><p style="margin-top: 0">• Use of Self as an Instrument of Change </p><p style="margin-top: 0">• Thinking Systemically and Strategically </p><p style="margin-top: 0">• Employee Engagement </p><p style="margin-top: 0">• Change Management </p><p style="margin-top: 0">• Globalization, Cross-cultural Interaction, and Virtual Working Arrangements </p><p style="margin-top: 0"></p><p style="margin-top: 0">Excerpted from the Handbook for Strategic HR. Copyright © 2013. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission. </p><p style="margin-top: 0">All rights reserved. http://www.amacombooks.org. </p><p style="margin-top: 0"></p><p style="margin-top: 0"></p></body></html>

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