Aligning Human Resources & Business Strategy / Edition 2

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In recent years, HR has undergone a significant transformation from the perception of being primarily administrative in nature to playing an important role at the heart of business strategy. The HR profession is large and growing. In the UK there are over 100,000 members of CIPD and within the US there are over 250,000 members of SHRM. HR professionals who want to develop their career need to keep up-to-date with how the HR profession is developing. They also need to understand how the everyday work they do fits in with the overall business strategy so that they can become more strategic. This book helps HR managers and directors add value to the business by implementing effective HR policies that are aligned to the core business strategy. It explains to them why they should be doing it and shows them how. This new edition features updated case studies to show how HR professionals have utilized their skills to deliver a variety of key business objectives. With tools and guidance provided on how to implement changes and quantify in financial terms the relationship between people strategy and business success, Aligning Human Resources and Business Strategy, 2nd edition will empower readers to impress at the highest levels. Author Linda Holbeche appeared at number 6 in Human Resources magazine's HR most influential 2008 roll call of top industry thinkers.

Audience: HR Professionals and Senior HR Management; Change Management Personnel; HR Consultants and those on HR executive short courses.

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Editorial Reviews

From the Publisher
“Linda Holbeche describes the alignment of HR strategy with business strategy as “the holy grail of HR teams” and, equipped with this wonderful book, it’s an objective which I believe many more of those teams will be able to achieve. By combining a balanced and incisive review of the latest academic thinking with well-chosen and insightful examples of current best practice, she has created a valuable resource which is inspirational and pragmatic in equal measure.”
- David Fairhurst, Senior Vice President and Chief People Officer, McDonald’s UK and Northern Europe

“As leaders face enormous business challenges, they increasingly turn to HR for insight and support. Linda’s book guides HR professionals in giving thoughtful and useful advice. It offers clear guidelines and approaches for HR to help leaders better identify and solve their problems. The ideas in the book are comprehensive, thoughtful, and accessible. This wonderful book will help line managers know what to expect from HR and HR professionals know how to meet those expectations.”
- Dave Ulrich, Professor of Business, University of Michigan and Partner, The RBL Group

Covering some of the performance and development issues which management consultant Holbeche believes to be key to the alignment of human resource (HR) and overall business goals, this work explores the strategic role that HR managers can pursue to add value to their organizations. Strategies covered include rewarding high performance, crossing organizational boundaries, recruitment processes, and assessment of personnel potential. Also considered is HR as a strategic function in relation to mergers, alliances, and the development of an organizational learning culture. Illustrative case studies are sprinkled throughout the material. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780750680172
  • Publisher: Taylor & Francis
  • Publication date: 7/1/2008
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 512
  • Sales rank: 1,077,901
  • Product dimensions: 6.00 (w) x 8.90 (h) x 1.10 (d)

Meet the Author

Linda Holbeche is Research and Policy Director at the Chartered Institute of Personnel and Development (CIPD). Linda is responsible for leading the CIPD’s extensive management research programme and the translation of that knowledge into practice for the benefit of all those involved in the management and development of people. She heads a 40 strong team, including 12 expert research advisers, and is a key spokesperson and advocate for the people management and development profession, in the media and in relations with government and other opinion formers. Linda was previously with the Work Foundation where she was Director of Leadership and Consultancy and prior to this she was Director of Research and Strategy at Roffey Park Institute for 12 years.

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Table of Contents

Part I The Need for Strategic Human Resources; Introduction: From Business Partnering to Leadership; The Context for Strategic HR; Transforming HR into a Strategic Partner; Measuring the Impact of Strategic HRM; Aligning Business and HR Strategy; Part II Strategies for Managing and Developing Talent; Recruitment and Retention Strategies; Managing and Rewarding for High Performance; Strategies for Developing People; Developing Effective Career Strategies; Developing International Managers; High-Potential Assessment and Succession Planning; Part III Human Resources as a Strategic Function; Skills for HR Strategists; Working Across Boundaries; Global HRM; Part IV Implementing Strategic Change; Bringing about Culture Change; Mergers and Acquisitions; Creating a Learning Culture; Conclusion; Index

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