From Value-based Human Resource Strategy: Developing Your Consultancy Role
- Chapter 1: Introduction
- Chapter 2: The Links of HR Strategy and Corporate Strategy
- Chapter 3: Linking HR and Corporate Strategy: Dyson Appliances
- Chapter 4: Organizational Scenarios
- Chapter 5: HR Strategy and Competitive Strategy at Marks & Spencer
Human Resource (HR) strategy is now widely recognized as being an important and perhaps essential way of developing organizations to meet increased competitive challenges. Yet many managers (including HR managers) have only a broad, and at times vague, notion of what it actually is.
Even fewer managers have much of an idea of how to derive an HR strategy, and of how it will be used and in practice, an even higher proportion have only the vaguest concept of how it can add value, especially in economic terms.
HR strategy thus seems currently to fall into the category of being a nice-to-have management process. In many companies it appears to fall into the zone of MBO ( Management by Ornaments ), its role being principally to make HR departments feel more comfortable about their direction and position, or as something to tick off as done by the Chief Executive.
Indeed, the very assumption that HR strategy is principally owned by HR departments is itself something to be challenged. In this book we take the view that HR strategy is not something to be owned solely or primarily by HR departments, but rather by senior line management collectively. The HR department s role is therefore to facilitate its development and...
Products & Services
Topics of Interest
Introduction As a key plank of an HR strategy, creating a superior management resource is worthy of expansion in its own right. Some writers have sought to move around this impasse by putting forward...
Introduction Throughout this book we have stressed that organizational mind-set plays a major role in competitive success, and that it should be a central focus for HR strategy. One of the potential...
Throughout the earlier chapters I tried to establish how important HR strategy can be. In Chapter 4 we looked at what might actually constitute a real HR strategy and also at some of the practical,...
Introduction In this penultimate chapter, we focus on the corporate-level drivers of people management, reputations and brands in our introductory model from Chapter 1. These are corporate strategy,...
Overview By now you will, hopefully, have had an opportunity to reflect on how influential a role HR can play in helping to build the organisation s capabilities in the area of managing knowledge.