High Performance HR Leveraging Human Resources for Competitive Advantage

by Weiss, David S.

• ISBN13: 9780471643852
• ISBN10: 0471643858
• Edition: 1st
• Format: Hardcover
• Copyright: 1999-01-25
• Publisher: Jossey-Bass

Summary

A fresh perspective on the HR function, High Performance HR challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets-people and organizational processes. High Performance HR not only challenges HR's traditional role, but also provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design.Get your copy today!

Author Biography

About the Author Dr. David Weiss is a Partner in the international human resources consulting firm of Geller, Shedletsky #38; Weiss. They specialize in providing consulting services in business strategy, organizational change, human resources development, management assessments, and career management. David Weiss has developed an extensive practice providing HR consulting and executive development to a wide range of clients throughout North America in many industries including telecommunications, pharmaceuticals and financial services. He specializes in redesigning human resource functions to provide strategic value to the company, facilitating senior executive strategic thinking processes and team building, realigning businesses to achieve customer focus, implementing national change management initiatives, and mediating conflicts in all aspects of employee management and customer relations to achieve effective solutions. David received his Doctorate from the University of Toronto and has two Masters degrees from Columbia University in New York. He is a Senior Fellow of the Industrial Relations Centre of Queen’s University, a Past President of the Organizational Psychology Section of the Ontario Psychological Association, and an honored member of the International Who’s Who of Professionals. He is a sought-after motivational speaker, trainer, and facilitator, and he is on the editorial board of the Canadian Learning Journal. He is the author of Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. High Performance HR is his second book. More information about David and his firm is available at www.gswconsultants.com.

Table of Contents

Preface	vii
Acknowledgments	xv
PART ONE: The Challenge	1	(52)
The Irish Elk	3	(20)
The Focus for HR's Transformation	4	(4)
The Growth Curve	8	(1)
Phase One---The Start-up Phase	9	(1)
Phase Two---The Growth Phase	10	(4)
Phase Three---The Mature Phase	14	(5)
Respond to Company Risk with HR Professional Discipline	19	(1)
Summary	20	(3)
An HR Business within a Business	23	(14)
Businesses and Organizations	24	(1)
Becoming an HR Business within a Business	25	(1)
Align HR To Deliver Value to the External Customer	26	(2)
Redefining HR's Internal Client Relationships	28	(7)
All Roads Lead to the External Customer	35	(1)
Summary	35	(2)
The Discipline of Abandonment	37	(16)
Why Disciplined Abandonment Is Important	38	(2)
Leadership and Abandonment	40	(1)
Abandonment and Removing ``Noise'' from the System	41	(4)
People, Organizational, and Business Processes	45	(1)
An Exercise in Abandonment	46	(2)
Three Kinds of Abandonment for HR	48	(2)
The Discipline of the ``Tie Goes to the Runner'' in Abandonment	50	(1)
Life after Abandonment	51	(1)
Summary	51	(2)
PART TWO: People And Organizational Processes	53	(62)
Core People Processes	55	(30)
The ``Hatch'' People Processes	57	(4)
The ``Match'' People Processes	61	(1)
Performance Development	62	(6)
Compensation and Recognition	68	(2)
Employee Services	70	(6)
The ``Dispatch'' People Processes	76	(5)
Delivering Core and Strategic Process Outcomes	81	(1)
Summary	82	(3)
Organizational Value-Add	85	(30)
T: Technology as an Enabler to Allow Many of the New HR Activities to Occur	86	(5)
L: Learning---Building a Continuous Learning Environment	91	(7)
C: Consulting to Enhance Organizational Performance	98	(14)
A Final Note on Organizational Value-Add Processes	112	(1)
Summary	113	(2)
PART THREE: Strategic Business Processes	115	(138)
Business Transformation: An Overview	117	(16)
Business Transformation Risks and Opportunities	118	(3)
Choosing the Priority Business Transformation	121	(3)
HR Professional Must Be Strategic Partners to Deliver the Business Transformation	124	(2)
Two Contrasting Examples of HR's Potential Role in Business Transformation	126	(4)
The Next Four Chapters	130	(1)
Summary	131	(2)
Cultivate a Flexible Culture	133	(30)
How to Cultivate a Flexible Culture	133	(1)
Create and Live the Shared Values	134	(5)
Develop Leaders Who Inspire Shared Meaning in the Work	139	(7)
Foster Organizational Elasticity	146	(10)
Insure Rewards and Recognition Support the Flexible Culture	156	(2)
Human Resources Enables the Flexible Culture	158	(2)
Summary	160	(3)
Champion Strategic Alignment	163	(28)
The Five Areas of Strategic Alignment	167	(1)
Alignment to the Vision of the Company	167	(4)
Alignment with Other Strategic Teams and Changes within the Company	171	(4)
Alignment to the Customer's Needs	175	(2)
Alignment with Preferred Suppliers	177	(3)
Internal Alignment within the Strategic Team	180	(5)
How to Fail at Strategic Alignment	185	(1)
HR Measures 360° Alignment	186	(1)
Human Resources Models Strategic Alignment	187	(1)
Summary	188	(3)
Implement Change and Transition	191	(36)
Change and Transition	192	(1)
The Process of Implementing Change and Transition	193	(3)
Understand Competitive Forces and Customer Value	196	(1)
Select Change Leaders and Define Accountabilities	197	(6)
Identify the Preferred Future and the Urgency for the Change	203	(3)
Engage Key Stakeholders and Identify Their Interests	206	(3)
Plan the Change in Detail and Anticipate Contingencies	209	(4)
Roll-Out: Communicate, Train and Help People Adjust to Gain Commitment to the Change	213	(6)
Roll-In: Implement the Change and Make It Business As Usual	219	(2)
Roll-On: Measure Results, Share Learnings and Continuously Improve	221	(3)
HR Applies the Implementing Change and Transition Process to Its Own Changes	224	(1)
Summary	224	(3)
Insure a Return on Investment In Human Capital	227	(26)
The Strategic Value of the Return on Investment in Human Capital	228	(3)
Identifying a Metric of Human Capital	231	(3)
Calculating the Investment Made in Human Capital	234	(4)
Implications of RIHC for the HR ``People and Organizational Processes''	238	(5)
The Assessment of the RIHC for Performance Development	243	(2)
HR Prepares Dynamic Reports on the Return on Investment in Human Capital	245	(2)
The HR Competencies Needed to Support RIHC Analysis	247	(1)
Benefits for HR When It Takes Accountability for RIHC	248	(2)
Barriers for HR in Leading the RIHC Business Transformation	250	(1)
Summary	251	(2)
PART FOUR: The Way Forward	253	(40)
HR Structure, Roles, and Relationships	255	(20)
An Approach to Organizational Structure for HR	255	(4)
Roles and Relationships for the HR Strategic Partners	259	(2)
Roles and Relationships for the HR Process Owners	261	(5)
Roles and Relationships for the HR Strategy Council	266	(6)
Summary	272	(3)
The Solution after Next: Integrating Internal Service Businesses	275	(18)
Five Levels of Integrating Internal Service Businesses	277	(1)
Shared Learnings among Internal Service Businesses	278	(2)
Integration through Joint Planning and Project Management	280	(2)
Integration through Common Processes and Approaches but Still Operating Separtely	282	(2)
Integration through Collaborative Work for Specific Initiatives	284	(3)
Structural Integration of Internal Service Businesses	287	(1)
The Extent to Which Internal Service Businesses Can Be Integrated	288	(1)
Epilogue: High Performance HR Professionals Lead the Transformation	289	(1)
Summary	290	(3)
Appendix: An Interview with Dr. David Weiss	293	(18)
A Comprehensive Reading List for HR Professionals	311	(4)
Index	315