Value-based Human Resource Strategy: Developing Your Consultancy Role
This book demonstrates how HR strategy can be positioned and implemented to generate real shareholder value, using case studies from BT, Dyson, Marks and Spencer and others.
TABLE OF CONTENTS Value-based Human Resource Strategy: Developing Your Consultancy Role
Part 2: HR Strategy Process
Chapter List
- Chapter 6: Developing and Evaluating an HR Strategy
- Chapter 7: Project Managing the Implementation of HR Strategy
Most organizational development experts take a very standard line of identifying vision, strategy, values, skills, etc., but I have often found this to be incredibly superficial in the past. The toolkit approach in Value-based HR Strategy which we have been used to is much more specific, and allows us to drill down and really address the issues. It is really very powerful and what is equally amazing is that you can do this in a very short timescale.
Mark Keane, HR Director, Microsoft Ireland (EPDC)
Introduction
In Chapter 1 we explored at length the different forms of strategy: deliberate, emergent, submergent, emergency, and detergent. Just as competitive strategy can move through each of these phases, so too can HR strategies during their implementation. Change management and similar interventions in particular are likely to go through this cycle. In the process of these shifts, a considerable proportion of the economic value that might have been created is likely to be debated and even destroyed.
In order to maintain strategic HR breakthroughs as much as possible in the deliberate mode, we need a number of diagnostic techniques to steer them towards value creation. This chapter, along with Chapter 7, gives you a complete consultancy toolkit for dealing with strategic HR issues.
However, first let us take brief look at the implementation process.
The Implementation Process
The five stages of implementation for HR strategy...
Copyright Tony Grundy and Laura Brown 2003 under license agreement with Books24x7
