Value-based Human Resource Strategy

Developing your consultancy role

Tony Grundy, Laura Brown

Publisher: Butterworth-Heinemann, 2003 , 371 pages

ISBN: 0-7506-5769-3

Synopsis:

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Value-based Human Resource Strategy: Developing your consultancy role demonstrates how HR strategy can be positioned and implemented to generate real shareholder value and provides a unique pathway to being an HR consultant.

Key topics include:

• HR strategy — scope, positioning, process
• HR Strategy techniques, development and evaluation
• Project managing the implementation of HR strategy
• HR Strategy, culture and strategic change
• Developing your HR consultancy skills

The role of the HR Manager is developing into that of a business partner. This book provides practical case studies to support HR practitioners struggling with this transition. It gives the frameworks and visual tools to work through HR issues and shows how to develop the role of strategic HR consultant, by providing a toolkit for taking issues from diagnosis to implementation.

The book features extensive summaries, checklists, examples, exercises and case studies from leading companies such as BT, Marks and Spencer, Dyson and BP.

Table of Contents:

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• Part 1: HR strategy
  1. Introduction
     • What is strategy generally?
     • What is HR strategy?
     • The HR strategy mix
     • HR strategy —  possible content
     • Ownership and positioning of HR strategy
     • The HR strategy process and roles
     • HR strategy and shareholder value
     • Outline of this book
     • Checklists
  2. The links of HR strategy and corporate strategy
     • Introduction
     • The origins and development of HR strategy
     • Expoloring the linkages —  key themes
     • A study in HR strategy
     • Conclusions from the financial services research
     • Checklists
  3. Linking HR and corporate strategy: Dyson Appliances
     • Introduction
     • Sustaining competitive success
     • From competitive strategy to HR strategy
     • Key lessons
     • Checklists
  4. Organizational scenarios
     •  Introduction
     • The role of story-telling
     • The scenario-generating process
     • Organizational scenarios — techniques
     • Applications to HR strategy
     • Organizational scenarios —  examples
     • Planning and implementing a scenario workshop
  5. HR strategy and competitive strategy at Marks and Spencer
     • Introduction
     • Business position mid-1990s
     • Recipes for success —  and competencies
     • Recent external position 1997-2002
     • Strategic change 1999-2002
     • Future strategy
     • HR strategic breakthroughs
     • Conclusion
• Part 2: HR strategy process
  6. Developing and evaluating an HR strategy
     • Introduction
     • The implementation process
     • Implementation techniques and tools
     • Conclusion
  7. Project managing the implementation of HR strategy
     • Introduction
     • Project management techniques
     • Resource management
     • Skills of the HR project manager
     • Checklists
     • Putting a value on an HR project
     • Strategic HR benchmarking cases
     • Conclusion
• Part 3: HR strategy issues
  8. HR strategy, culture abd strategic change
     • Introduction
     • Culture change at Tesco and BP
     • Champneys Health Resort
     • Conclusion
  9. HR succession planning and development
     • Introduction
     • Strategic HR planning and development
     • A strategic planning and development process
     • Creating organizational succession scenarios
     • Amersham Pharmaceuticals Life Sciences
     • Conclusion
  10. Value-added management development and training strategy
      • Introduction
      • Strategic options for developing the individual
      • Economic value added by individual development
      • Individual development and breakthrough thinking
      • Key concepts in management development
      • The evolution of management development
      • Developing a personal management development strategy
      • Learning, development and operations at Mercury Communications
      • Conclusion
  11. Value-added strategic team-building
      • Introduction
      • Why is strategic behaviour important?
      • What forms do strategic behaviour take?
      • Strategic behaviour at BT
      • The key dimensions of strategic behaviour
      • Conclusion
  12. Value-added strategic thinking
      • Introduction
      • Value-based management
      • The value of strategic thinking: case study
      • Conclusion
• Part 4: Putting HR strategy to work
  13. Becoming your own HR strategy consultant
      • Introduction
      • The role of the HR strategy consultant
      • Cultural implications of strategic thinking
      • Diagnosing and meeting client needs
      • Organizing for strategic thinking
      • Delivering value-driven outputs
      • Linking to HR strategy implementation
      • Designing an HR strategy workshop
      • Conclusion
  • Appendix: The literature linking corporate and HR strategy — an overview