Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance.
Steven T. Hunt
Bok Engelsk 2014 · Electronic books.
| Omfang | 1 online resource (466 pages)
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| Utgave | 1st ed.
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| Opplysninger | Intro -- Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance -- Copyright -- Contents -- Tables, Figures, and Discussions -- Preface -- Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award -- 1.1 How This Book Is Structured -- 1.2 The Role of HR Technology in Strategic HR -- 1.3 Why This Book Matters -- Notes -- 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 Departments? -- 2.3 What Makes Strategic HR Difficult -- 2.4 Conclusion -- Notes -- 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 -- 3.5.1 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 -- Notes -- Chapter 4: Right People: Designing Recruiting and Staffing Processes -- 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 Employee? -- 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 -- Notes -- Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization -- 5.1 What It Means to Be a "Goal-Driven" Organization -- 5.2 The 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 -- Notes -- 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 -- 6.4.1 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 -- Notes -- 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 -- 7.3.1 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 -- Notes -- 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 -- 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 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 -- Chapter 10: Improving the World through Strategic HR -- 10.1 Next Steps -- 10.2 Parting Thoughts -- Acknowledgments -- Appendix A: A Comprehensive Library of Behavioral Competencies -- Definitions of Competencies and Related Questions -- Guide for Conducting a Structured Interview -- Appendix B: Building a Robust Succession Management Process -- Succession Management Maturity Paths -- Starting from Nothing with Nothing -- A Few Standard Tools -- Rounding Out the Talent Function -- In Summary -- Glossary of Common Strategic Human Resource Terms -- About the Author -- Index.. - Commonsense Talent Management Commonsense Talent Management takes a comprehensive look across all of the major strategic human resource processes used to hire, motivate, develop, and retain employees throughout the employment life cycle. Unlike many other HR books, this book does not prescribe how HR processes should be designed. Instead it walks through the major considerations to ensure the processes you create are the right ones for your business. It is a guide through the major questions, concepts, and issues to consider when building and deploying strategic HR processes to support the unique business needs and culture of your company. If you want to understand how to think through HR at a more strategic level, how to articulate its value to others, and how to design processes that positively change employee behavior, this book is for you! "Steven Hunt has a unique ability to distill the complexity of talent management into simple, easy-to-deploy concepts. Commonsense Talent Management will help anyone responsible for business performance or organizational development gain immediate traction in this space." -David Crumley, VP, Global HR Technology and Continuous Improvement, Coca-Cola Enterprises, Inc. "This comprehensive book shapes your thinking about what great talent management should look like and why it's so important for any business. I was compelled many times to stop and put an idea into action immediately. This will be my go-to resource as we evolve our talent management system." -Ellen Johnston, Director, HR & Leadership Development, Varian Medical Systems "This book brings together the critical elements of strategic HR and helps HR teams and leaders understand how to implement modern talent practices to drive high performance in the organization." -Josh Bersin, Principal and Founder, Bersin by Deloitte. "Steven. - provides great insights where he has been able to use research as the foundation for his thinking without losing sight of the common sense approaches that can be instrumental in effective strategic human resource work." -Dr. Paul Levy, Professor of Industrial/Organizational Psychology, The University of Akron "Steven cuts to the chase and offers invaluable insight. Commonsense Talent Management breaks it all down and provides an easy to follow roadmap for achieving exceptional organizational performance." -Tom Porter, Director HR & Administration, Kawasaki Motors Corp., U.S.A. "Commonsense Talent Management captures the essential strategic HR principles and practices that business leaders need to know in order to mobilize their organizations toward high performance." -Matthew Kleinman, Ph.D., Corporate Vice President, Organizational Effectiveness, New York Life.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118220238
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