|Chapter 1||The Complexity of the Challenge||1|
|Chapter 2||From Rigid Administrators to Strategic Contributors||15|
|Chapter 3||Assess the Organization's Readiness for Change||31|
|Chapter 4||Develop a Framework and Language for HR||43|
|Chapter 5||Understand the Senior HR Leader's Role as Organizational Architect||59|
|Chapter 6||Clarify Line Management's Role in Creating and Owning Human Resources Strategy||75|
|Chapter 7||Create a Human and Organizational Strategy||100|
|Chapter 8||Examine the Five Human Resources Processes Through a Strategic Lens||111|
|Chapter 9||Examine Workforce Planning and Staffing Through a Strategic Lens||119|
|Chapter 10||Examine Performance Management Through a Strategic Lens||133|
|Chapter 11||Examine Organization Development Through a Strategic Lens||145|
|Chapter 12||Examine Learning and Development Through a Strategic Lens||165|
|Chapter 13||Examine Employee Relations Through a Strategic Lens||176|
|Chapter 14||Clarify the Roles of Generalist and Specialist||186|
|Chapter 15||Design the Structure of Your New HR Organization||200|
|Chapter 16||Assess and Upgrade Your HR Talent||209|
|Chapter 17||Managing the Roadblocks in Making the Transition to Strategic HR||227|
|Chapter 18||Managing Your Career in the Field of Strategic Human Resources||245|
|Chapter 19||The Future of Human Resources||255|
Roadmap to Strategic HR: Turning a Great Idea into a Business Reality / Edition 1by Ralph Christensen
Pub. Date: 11/04/2005
For all the theories and talk about making human resources a strategic component of business, in most organizations it's still viewed as a support function -- and a costly one at that. This book presents a nine-step roadmap to making HR a true strategic partner, drawn from the author's years of experience at major organizations. Christensen simplifies HR hierarchies by aligning myriad functions with five fundamental processes, and answers key questions including:
* How do we get line management engaged and build a partnership between managers and HR?
* How do we acknowledge, address, and overcome weaknesses in HR functions and processes?
* How do we resolve tensions between generalists and specialists so that they can join forces toward common goals?
The book includes a detailed account of how the roadmap was implemented at Hallmark. This case study shows how a real HR department reached an often-stated but rarely-achieved goal: that of becoming an indispensable partner and driver of company growth. Readers will find much food for both thought and action in this revelatory book.
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