TABLE OF CONTENTS Parts 1 and 2 have prepared the groundwork for developing and implementing HR strategy. This final third of the book is about actually doing it. This proportional split between preparation and implementation is entirely intentional.
Doing HR strategy is two-thirds preparation and one-third implementation. However, the whole thing includes every step from establishing the principles and concepts right through to reorganizing roles. Take away the planning and preparation phase and there is no HR strategy. Plus, we must not forget that the planning bit has more to do with articulating an HR philosophy that encapsulates the organization s values, than it has to do with specifying which strategic business objectives are to be achieved. An HR strategy that does not reside firmly in the mindsets of all the main board directors will be a failed HR strategy, regardless of the clarity of existing organizational objectives.
Notwithstanding all of this, Part 3 will look at the practical tools and techniques that can be used to ensure HR strategy transforms the organization. Conceptually, HR strategy is difficult enough; practically it can be a complete nightmare. This is why it is more common to read books on the conceptual aspects of the subject than it is on implementation. It also helps...
