Value-Based Human Resource Strategy demonstrates how HR strategy can be positioned and implemented to generate real shareholder value, using case studies from BT, Dyson, Marks and Spencer and others.
The following topics are covered:
- Scope, positioning, process
- Strategy techniques
- Links with managing for value
- Project managing HR strategy
- Specific HR strategy issues and breakthroughs
- Being an HR strategy consultant
Many HR managers are trying to become more of a consultant than an HR administrator and don't know how to - this book addresses that need. It is practical and contains visual tools to work through HR issues.
- Shows how the implementation of HR strategy can generate shareholder value
- Focuses on the practical issues rather than the theoretical underpinning
- Features extensive summaries, checklists, examples, exercises and case studies
HR Managers; Line managers with people responsibilities; Consultants; MBA students.
HR strategy and corporate strategy; Organizational scenarios; Developing and evaluating an HR strategy; Implementing an HR strategy; HR issues; HR succession and development; Management development strategy and training; Strategic team building; Putting a value on strategic thinking; HR strategy issues and checklists; Becoming an HR strategy consultant.
- No. of pages:
- © Butterworth-Heinemann 2003
- 4th September 2003
- Paperback ISBN:
Tony Grundy is Director of Cambridge Corporate Development Consultants, and is a Senior Lecturer in Strategic Management at Cranfield School of Management. He has 17 years' consulting experience with major companies and has consulted in HR strategy at BP, Tesco, Metropolitan Police, Royal Bank of Scotland and others. Tony has researched HR strategy at Norwich Union and Abbey National.
Director, Cambridge Corporate Development Consultants, and Senior Lecturer in Strategic Management, Cranfield School of Management
Dr Laura Brown is a Director of Cambridge Corporate Development Consultants. She previously held senior positions within Welcome Trust and Hoescht Marrion Reusset.
Director, Cambridge Corporate Development Consultants and Director of the MSc in Clinical Research at Cardiff University
"The perceived wisdom is that HR Strategic impact is a function of how an organization finds, attracts, retains and develops talent. The how is further improved by efficient back-office systems and processes. The real money is not in the how you attract and keep talent, its in identification of what the right talent is, at the right time in your business cycle, at the right price. And that's a function of strategic business planning. And for HR that means a new job - strategic consultant to the business. What the author presents is a simple toolkit that enables HR leadership to do just that. And guess what? You save on all those consultant pounds too! An outstanding piece of strategic thinking that works. It should be de rigueur for every MBA program." Mark Keane, HR Director, Microsoft, Ireland