9781118362822

Presents a new vision for HR's role in business Focusing on strategic solutions for HR, Leadership-Driven 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. Leadership-Driven HR provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design. Focuses on strategic solutions for HR, addressing current and ongoing concerns in the world of HR Dr. David Weiss is President & CEO of Weiss International Ltd., which leads innovative consulting and HR projects that generate effective strategy, leadership, innovation, and HR solutions for leaders and employees HR serves a critical role in managing your most valuable assets. Discover new ways this department can create significant ROI for your business.

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and human resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David also teaches in three executive development programs at the Rotman School of Management at the University of Toronto, the Schulich School of Business at York University, and The University College of Cayman Islands. His doctorate is from the University of Toronto, and he has Masters degrees in Education and Psychology from Columbia University.

David is also a Senior HR Professional (SHRP), an Institute Certified Director (ICD.D) with the Institute of Corporate Directors, an advisory board member of the Canadian Society for Training and Development, a Certified Training and Development Professional (CTDP), and a past Director on the Board of the Princess Margaret Hospital Foundation. He has been honored with the "HR Leadership Award" at the Asia-Pacific HR Congress, the "HR Distinction Award" from HR Israel, the "Distinguished Lecturer" certificate from the Government of Canada and the Government of Ontario, and the lifetime designation of "Fellow" from both HRPA and CSTD in Canada.

David is a highly sought-after executive consultant, educator, and keynote speaker who has presented at over 200 conferences and is the author or co-author of five other business books: Innovative Intelligence (2011), Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). Leadership-Driven HR is his sixth book. For more information, visit www.weissinternational.ca and follow David @DrDavidWeiss.

Acknowledgments xiii

Preface xvii

About the Author: Dr. David S. Weiss xxvii

PART ONE: TRANSFORMING HR 1

CHAPTER ONE: BEING LEADERSHIP-DRIVEN 3

HR as a Driver of Business Leadership 5

HR Drives Value Through Leaders 8

HR is Driven to Lead 15

Conclusion 19

Summary 20

CHAPTER TWO: LINE OF SIGHT TO

THE EXTERNAL CUSTOMER 21

Stage 1: From Control to Service Providers 22

Stage 2: From Service Providers to Partnerships 24

Clear Line of Sight to the External Customer 25

Implications for HR’s Internal Relationships 27

Conclusion 31

Summary 32

CHAPTER THREE: “LIGHTEN UP”

TO DELIVER PRIORITIES 33

Lighten Up to Rebalance Work 34

Leadership and the Need to Lighten Up 34

Lighten Up by Removing the “Noise”

from the System 37

The 4Ds: Delete, Delay, Distribute, Diminish 40

Conclusion 48

Summary 49

PART TWO: THE WORK OF HR 51

CHAPTER FOUR: THE HR TRIANGLE CHART 53

People Capabilities, Organizational

Capabilities, and HR Value Propositions 55

Apply the Lighten-Up Process to

the HR Triangle Chart 57

Conclusion 59

Summary 60

CHAPTER FIVE: PEOPLE CAPABILITIES 61

The Find People Capability 62

The Develop People Capability 68

The Retain People Capability 82

Conclusion 88

Summary 89

CHAPTER SIX: ORGANIZATIONAL

CAPABILITIES 91

Cultural Transformation and

Implementing Change 92

Restructuring and Design 93

Organizational Alignment 99

Return on Investment in Human Capital 108

Conclusion 119

Summary 120

PART THREE: THE HR VALUE PROPOSITION 123

CHAPTER SEVEN: HR VALUE PROPOSITION:

AN OVERVIEW 125

The Seven Steps to Develop an HR Value Proposition 129

Confi rm that the HR Value Proposition

Mitigates the Business Risk 130

HR Must Partner to Deliver the HR

Value Proposition 133

Conclusion 134

Summary 135

CHAPTER EIGHT: BUILD LEADERSHIP CAPACITY 137

Management Capacity Versus Leadership Capacity 138

Element 1: Applying Innovative Intelligence 141

Element 2: Applying Emotional Intelligence 147

Element 3: Aligning Employees and Teams to the Future

Direction 152

Element 4: Engaging Employees and Teams with the Future

Direction 155

Integrating the Four Elements of

Leadership Capacity 161

Conclusion 163

Summary 165

CHAPTER NINE: ACCELERATE CULTURE

TRANSFORMATION 167

Why Is Accelerating Culture Transformation

So Challenging? 168

What Is Culture? 169

The Laser-Beam Approach to Culture

Transformation 171

Final Observations about Culture

Transformation 187

Conclusion 191

Summary 192

CHAPTER TEN: IMPLEMENT CHANGE 195

Change and Transition 197

Eight-Step Implementing Change Process 198

Conclusion 229

Summary 230

CHAPTER ELEVEN: MAKING

LEADERSHIP-DRIVEN HR HAPPEN 233

F: Forward Thinking 236

O: Outside-In 240

C: Co-Create 243

U: Up-to-Date 250

S: Synergies Within HR 252

Conclusion 257

Summary 260

Index 263

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Leadership-Driven HR: Transforming HR to Deliver Value for the Business

Leadership-Driven HR: Transforming HR to Deliver Value for the Business

1118362829

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Author Biography

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