A comprehensive guide to using strategic HR methods to increase company performance. 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.

Author’s Foreword

Chapter 1. Introduction

1.1 How the book is structured

1.2 The role of HR technology in strategic HR

1.3 Why this book matters

Sidebars

Chapter 2. Strategic HR: what it is, why it is important and why it is often difficult

2.1 The fundamental processes of Strategic HR

2.2 Why do we need strategic HR?

2.3 What makes strategic HR difficult?

Sidebars

Chapter 3. Business Execution and strategic HR

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

3.6 Integrating strategic HR processes.

3.7 Conclusion: summarizing how to use strategic HR processes to drive business execution

Sidebars

Chapter 4. Right people: designing recruiting and staffing processes

4.1 Recruiting to Support Business Execution

4.2  Critical recruiting design questions

4.3 Recruiting Process Maturity

4.4 Conclusion

Sidebars

Chapter 5. Doing the Right Things: becoming a goal driven organization

5.1 Becoming a “goal driven” organization

5.2 The role of goals in an integrated strategic HR system

5.3 Goal Management Critical Design Questions

5.4 Goal Management Process Maturity

5.5 Conclusion

Table 5.1. Some simple goal setting guidelines

Table 5.2 Commitment, Outcome, Deliverable Goal Methodology

Sidebars

Chapter 6. Doing things the right way: Using performance management to increase business execution

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

6.5. Increasing performance management process maturity.

6.6 Conclusion

Sidebars

Chapter 7: Creating the right development experiences

7.1 The basic components of a development process

7.2. The six primary development methods

7.3. Approaching development programs from an integrated perspective

7.4 Critical development design questions

7.5. Increasing development process maturity.

7.6 Conclusion

Sidebars

Chapter 8: Creating an integrated HR strategy

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

Sidebars

Chapter 9: Strategic HR Process Deployment and Adoption

9.1 Establishing HR Leadership Credibility

9.2 Defining the change and change requirements

9.3 Providing tools and knowledge to support the change

9.4 Enlisting line leadership support

9.5 Conclusion

Sidebars

Chapter 10: Summary and call for action

Appendices

Appendix 1. A comprehensive library of behavioral competencies

GLOSSARY

Index