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Summary:

"This book explains what strategic human resources means, how it differs from other HR activities, and why it is critical to business performance. It walks through key questions for designing, deploying and integrating different strategic HR processes including staffing, performance management, compensation, succession management, and development. The book also addresses the role of technology in strategic HR, and discusses how to get companies to support, adopt, and maintain effective strategic HR processes. The book includes dozens of illustrative examples of effective and ineffective strategic HR using stories drawn from a range of companies and industries."--Unedited summary from book.

Table of Contents:

• Machine generated contents note: 1.1. How This Book Is Structured
• 1.2. Role of HR Technology in Strategic HR
• 1.3. Why This Book Matters
• 2.1. Fundamental Processes of Strategic HR
• 2.2. Why Do We Need Strategic HR Departments?
• 2.3. What Makes Strategic HR Difficult?
• 2.4. Conclusion
• 3.1. Defining Business Execution
• 3.2. Assessing Business Execution Needs
• 3.3. Using Strategic HR Processes to Support Business Execution
• 3.4. Linking Specific Business Execution Drivers to Different HR Processes
• 3.5. Increasing Strategic HR Process Maturity
• 3.5.1. Right People Maturity Levels
• 3.5.2. Right Things Maturity Levels
• 3.5.3. Right Way Maturity Levels
• 3.5.4. Right Development
• 3.6. Integrating Strategic HR Processes
• 3.7. Conclusion
• 4.1. Recruiting to Support Business Execution
• 4.1.1. Quality of Hiring Decisions

• 4.1.2. Quality of Sourcing
• 4.1.3. Relationships and Networking
• 4.1.4. Hiring Manager Involvement
• 4.1.5. Integrated Talent Management
• 4.2. Critical Recruiting Design Questions
• 4.2.1. What Types of Jobs Are We Hiring For?
• 4.2.2. How Many People Will We Need to Hire, and When Will We Need Them?
• 4.2.3. What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employees?
• 4.2.4. What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?
• 4.2.5. How Will We Source Candidates?
• 4.2.6. How Will We Select Candidates?
• 4.2.7. How Will We Get Newly Hired Employees Up to Full Productivity?
• 4.2.8. How Will We Retain Employees after They Are Hired?
• 4.2.9. How Will We Measure Recruiting Success and Improve Our Processes over Time?
• 4.3. Recruiting Process Maturity
• 4.4. Conclusion
• 5.1. What It Means to Be a "Goal-Driven" Organization
• 5.2. Role of Goals in an Integrated Strategic HR System
• 5.3. Goal Management Critical Design Questions
• 5.3.1. How Will You Ensure Employees Have Well-Defined Goal Plans?
• 5.3.2. What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?
• 5.3.3. What Methods Are Used to Align Employees' Goals with Company Business Strategies?
• 5.3.4. How Is Employee Goal Accomplishment Measured?
• 5.3.5. What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition?
• 5.3.6. How Are Goals Used to Support Employee Development and Career Growth?
• 5.3.7. How Does the Organization Coordinate Goals across Different Employees to Foster Communication and Collaboration?
• 5.3.8. How Are Goals Used to Guide Business Execution on an Ongoing Basis?
• 5.4. Goal Management Process Maturity
• 5.5. Conclusion
• 6.1. Why Is Performance Management So Difficult?
• 6.2. Why Do We Need Performance. Management?
• 6.3. Balancing the Conflicting Goals of Performance Management
• 6.4. Critical Performance Management Design Questions
• 6.4.1. What Are the Primary Objectives of Your Performance/Management Process?
• 6.4.2. How Do You Define Effective Performance?
• 6.4.3. How Will You Structure your Performance Management Cycle? When Will You Evaluate Performance?
• 6.4.4. How Will You Evaluate Performance?
• 6.4.5. How Will You Calibrate Performance Evaluations?
• 6.4.6. How Are Data from Performance Evaluations Used? What Is the Relationship among Performance Evaluations, Pay, Promotions, Development, and Workforce Management?
• 6.4.7. What Training and Incentives Do Managers and Employees Need to Effectively Use Performance Management Processes?
• 6.5. Increasing Performance Management Process Maturity
• 6.6. Conclusion
• 7.1. Basic Components of a Development Process
• 7.2. Six Primary Development Methods
• 7.3. Approaching Development Programs from an Integrated Perspective
• 7.3.1. All Development Methods Should Leverage Other Development Methods
• 7.3.2. All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives
• 7.3.3. Development Is Most Effective When It Is Built Directly into Business Operations
• 7.3.4. Integrated Development as a Way of Thinking
• 7.4. Critical Development Design Questions
• 7.4.1. What Talent Requirements Are You Addressing?
• 7.4.2. What Positions or People DO You Need to Develop?
• 7.4.3. What Employee Attributes Do You Need to Develop in Order to Achieve Your Learning Objectives?
• 7.4.4. How Will You Build and Maintain Development Methods?
• 7.4.5. How Will You Administer and Support Development Methods?
• 7.4.6. How Will You Measure the Impact of Development Programs?
• 7.4.7. How Will You Create an Environment That Supports Use of Development Methods?
• 7.5. Increasing Development Process Maturity
• 7.6. Conclusion
• 8.1. Identifying the Change You Want to Create
• 8.2. Defining What the Change Will Look Like
• 8.3. Defining How You Will Create and Measure the Change
• 8.4. Operationalizing the Change
• 8.5. Conclusion
• 9.1. Establishing HR Leadership Credibility
• 9.2. Defining the Change and Change Requirements
• 9.3. Providing Tools and Training to Support the Change
• 9.3.1. How Technology Enables Change
• 9.3.2. Branding HR Processes
• 9.4. Enlisting Line Leadership to Drive the Change
• 9.5. Conclusion
• 10.1. Next Steps
• 10.2. Parting Thoughts.

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Author/Creator:

Hunt, Steven T., 1965-

Languages:

English

Language Notes:

Item content: English

Main Work:

Common sense talent management: using strategic human resources to improve company performance [by Hunt, S.T.]

Other Related Resources:

Print version: Common sense talent management [by Hunt, S.T.] (San Francisco : Jossey-Bass, [2014] — ISBN 9780470442418; LCCN 2013043205)

Subjects:

Manpower planning

Employee selection

Personnel management

General Notes:

Includes bibliographical references and index.
Electronic reproduction. Ipswich, MA Available via World Wide Web.
Description based on print version record and CIP data provided by publisher.

Physical Description:

1 online resource.

ISBNs:

9781118220238 (pdf)
1118220234 (pdf)
9781118233924 (epub)
1118233921 (epub)
9780470442418 (pbk.) [Invalid]
9781118923412 (electronic bk.)
1118923413 (electronic bk.)

Library of Congress Control Numbers:

2013046004

OCLC Numbers:

863100840

Other Control Numbers:

691282 (source: EbpS)
[Unknown Type]: ybp11607927