Product Type: Market Research Report
Published by: Business Intelligence
Published: August 2004
Product Code: R125-69Description Redefining Strategic HR, a new management report from Business Intelligence, is the definitive guide to transforming the strategic role of HR in your organization.
For the first time, this new management report tells you how HR can take the initiative and become a full strategic partner in the business. Based on research among over 200 HR directors, plus exclusive advice from leading business and HR experts, this essential resource provides a structured guide to improving the value of HR to the business.Using cutting-edge thinking from HR experts, and practical examples from leading organizations, Redefining Strategic HR will reveal how you can:
- Assess the people implications of current and upcoming corporate goals and strategies, and diagnose the HR function’s present capacity to support these - and identify the gaps
- Identify new performance goals and the means to measure and evaluate them
- Design and support new service delivery strategies
- Discover the critical success factors for maximum business impact
- Tap into the knowledge and experience of leading organizations through best practice case study examples
- Translate the advice and guidance from leading experts into tangible actions that will enhance HR delivery in your organization.Exclusively commissioned for inclusion in this report, a survey of over 200 HR Directors has been conducted. Forming an essential part of the report, the findings reveal what capabilities both senior HR practitioners and the HR function require to fulfil their strategic remit. Redefining Strategic HR is your definitive guide to transforming the strategic role of HR in your organization.
With this ground-breaking report at your fingertips you’ll discover how you can:
- Earn the right to become a partner in the organization’s strategy-creation process
- Make HR central to managing rapid and radical business change
- Identify opportunities for improving the delivery of HR services
- Measure - and demonstrate - the contribution of HR to the achievement of business goals
- Develop the right blend of business know-how and HR capabilities within the HR department
- Create an HR strategy aligned with business goals.
Redefining Strategic HR profiles the characteristics of effective strategic HR Directors and reveals the experience, qualities and skills required to help the HR leader transform the HR function. Find out answers to key questions such as:
- Is it essential for the head of HR to be a member of the board to influence strategy?
- What kind of background and training equips an HR director to play a strategic role in the business?
- How important is it for an HR director to have line experience?
- How can the HR director gain the confidence of line managers?
Table of Contents - Author Profile
- Acknowledgements
- Business Intelligence
- Preface
- Chapter 1: What is Strategic HR?
- Introduction: HR Strategy in the Front Line
- Overhauling HR to embrace change
- Working together to improve HR
- Using line management experience effectively
- Case Report: Orange
- State-of-play: How We Got Here
- A possible manpower crisis
- Changes in strategy development and people management
- Case Report: The Hong Kong Government
- Making HR travel
- Implementation challenges
- State-of-play: Where Are We Now?
- The balanced scorecard
- The influence of the balanced scorecard
- Human capital
- The Survey: Background and Remit
- The changing HR environment: focusing the HR function
- The Evolving HR Environment: Improing HR Systems to Deal with Change
- Case Report: Marks & Spencer
- Background to the Business Intelligence Survey
- The Survey: Overall Findings
- 1 Ensure efficient service delivery
- 2 Speak the language of business
- 3 Demonstrate the business benefits of HR
- 4 Create processes and practices for partnership
- 5 Develop business skills within HR
- 6 Build HR’s rcredibility as a business partner
- The Status of HR Today
- HR’s position and influence in the organization
- The Case Studies
- The New HR Director
- Lessons
- Case Study: The Children’s Mutual
- Chapter 2: Business Drivers and the Strategic HR Response
- Executive Summary
- Introduction: The Impact of Business Pressures on HR Strategy
- Case Report: RNOH
- The Trust’s modernization strategy
- Current State-of-play: The Need for Early HR Involvement
- M & As: financial focus at the expense of people issues
- Case Report: Abitibi-Consolidated
- What the Survey Tells Us: The Importance of Sustainable and
- Adaptable HR Responses to Business Drivers
- Business drivers: global expansion
- The resource-based view of competitive advantage
- The Choice of Model for Structuring HR
- Case Study: Orange Group HR
- Chapter 3: Alignment with Corporate Goals
- Executive Summary
- Introduction: The Impact of Competitive Resourcing on HR Planning
- Background
- Current State-of-the art: Integrating Qualitative Input with Quantitative Feedback
- What the Survey Tells Us: Credibility and Early Consultation Count Most
- The quality of HR leadership
- What Makes the Best HR Directors Confident About their Status?
- Measuring output
- Board membership
- Early consultation
- Executive status
- Conclusion
- Case Study: British Telecom
- Case Study: Allied Irish Bank
- Chapter 4: Developing a Strategic HR Capability
- Executive Summary
- Case Report: BAE Systems
- Current State-of-play: Service Delivery Rather Than Strategy Alignment
- What the Survey Tells Us: Personal Capability, Not Numbers, Makes the Difference
- Numbers
- The HR function’s structure
- The size of the HR function
- Skills and Personal Capabilities
- Conclusion
- Case Study: British Telecom
- Case Study: Kelly Services
- Chapter 5: Tracking Progress
- Executive Summary
- Introduction: Measurement As a Means of Demonstrating Value
- Measurement as a means to HR confidence
- Case Report: Eastern Health Service (Eire)
- Current State-of-play: Criteria for Measurement
- Aligning HR and corporate goals
- Rank Xerox
- Current State-of-play: The Balanced Scorecard and Other Performance
- Measurement Frameworks
- Case Report: Rockwater
- Case Report: Champion International
- Current State-of-play: Non-financial Measures
- Innovation health
- Benchmarking with qualitative measures
- Measures and the HR Director’s Credibility
- Conclusion
- Key Lessons
- Case Study: Royal National Orthopaedic Hospital
- Chapter 6: Delivering Services Effectively
- Executive Summary
- Introduction: The Origins of Outsourcing and Shared Services Provision in Delivering HR Services
- The benefits of outsourcing and shared services
- Current State-of-the-art: Delivery Issues from a Strategic HR Perspective
- Making the Choice Between Outsourcing and Shared Services
- The right time to outsource
- Keeping Control Over the Delivery
- Managing the Interface Between Service Providers, Internal Clients and
- Group Operations
- What the Survey Tells Us: Service Priorities and Delivery Implications
- The Role of e-HR and Employee Self-service
- What the experts think
- Conclusion
- Case Study: ITNET
- Chapter 7: The New HR Director
- Executive Summary
- Introduction: The Importance of the HR Director in Creating a
- Dynamic, Enthusiastic HR Function
- Kelly Services
- Allied Irish Bank
- The credibility of the HR director
- Establishing the right team
- Current State-of-play: The Qualities of the Effective HR Director
What the Survey Tells Us: Line Management Experience and Professional
Networking are Critical
1. Line Management Experience
- What the experts think
- Darren Cox at Kelly Services
- Mike Lewis at Allied Irish Bank
- David Bornor at The Children’s Mutual
- Jacqueline Alexander at Novell
2. Professional and Personal Networking
- Encouraging a wider view of the organization
3. A General Management Education
What the Survey Tells Us: Should HR Directors Rely on Qualifications?
- Qualifications vs experience
- Age, gender and the public sector factor
- Equal opportunities
Conclusion: Having the Personal Confidence to Make a Difference
- Case Study: Phil Porter
Is HR a Profession or a Management Discipline? Can it be Both?
- The responsibilities associated with professional status
Chapter 8: Executive Summary - Achieving HR’s Strategic Potential
Two Major Constraints to Strategic Partnership
Seven Milestones to Achieving HR Enfranchisement
- 1. Strategic control of HR service delivery
- 2. Credibility among business units
- 3. Alignment with key organizational goals
- 4. Devloping strategic HR capability
- 5. Targets measured against key organizational goals
- 6. Demonstration of strategic HR effectiveness
- 7. Early consultation in strategy development
Conclusion: Is HR a Profession or a Strategic Management Function?
References
Appendix: The Survey Results
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