Retooling HR: Using Proven Business Tools to Make Better Decisions about Talent

Overview


HR professionals have made major strides toward becoming strategic partners. But they need to do more - by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers.

In Retooling HR, John Boudreau shows how HR leaders can break this cycle - by adapting powerful ...

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Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent

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Overview


HR professionals have made major strides toward becoming strategic partners. But they need to do more - by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers.

In Retooling HR, John Boudreau shows how HR leaders can break this cycle - by adapting powerful analytical tools already used by other functions to the unique challenges of talent management.

Drawing on his research and examples from companies including Google, Disney, IBM, and Microsoft, Boudreau explains six proven business tools leaders already use. And he shows how HR can apply these tools to talent management. Examples include:

· Using engineering tolerances to find pivot points that job descriptions miss

· Using inventory and supply-chain analytics to ensure a ready supply of the right talent

· Applying logistics tools to optimize succession planning and leadership development

· Adapting consumer research tools to find untapped value in total rewards

Retooling HR builds on Boudreau's bestselling book Beyond HR, which traces HR's evolution as a decision science. For HR professionals seeking to sharpen their decision-making prowess, this provocative new book blazes an innovative new path.

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Editorial Reviews

From the Publisher

“managers in any function will surely miss out if they overlook this read” - Human Resource Management

“Boudreau strikes again. This new book from one of today’s best thinkers on human resources and organizational performance shows how the application of frameworks used in other fields can give human resources professionals greater analytical rigor and enable them to have a truly significant impact on business results.” - Lucien Alziari, SVP, Human Resources and Corporate Responsibility, Avon Products, Inc.

“For many organizations, effective talent management remains the Holy Grail. John Boudreau’s latest offering will challenge the best organizations to evolve and modify their approach to talent.” - Kevin Cox, Executive Vice President, Human Resources, American Express Company

“A very timely book! In today’s competition for talent, traditional definitions of job and employee are increasingly outmoded and HR leaders must develop new ways of analyzing work, workers, and performance. The tools and ideas in this book meet the challenge by adding rigor to HR systems and helping HR executives communicate effectively with stakeholders by taking advantage of concepts already in place in other parts of the business.” - Libby Sartain, former CHRO, Yahoo!, Inc., and Southwest Airlines

Retooling HR brings fresh insight into long-standing talent issues using insight and logic that will engage thoughtful HR and line leaders alike.” - Pete Ramstad, Vice President of HR and Business Development, The Toro Company

“Roll up your sleeves and get ready to dig in to some serious business issues. Under John Boudreau’s smart, fact-based guidance, HR moves from fluffy art to hard-nosed management science. Take a huge step forward in the sophistication and rigor with which you tackle the most important factor in tomorrow’s success—your workforce strategy. - Tammy Erickson, author, What’s Next, Gen X?: Keeping Up, Moving Ahead, and Getting the Career You Want

“John has long been at the bleeding edge of HR thinking, and Retooling HR undoubtedly keeps him there. The notion of ‘return on improved performance’ that features throughout the book is, in my view, the next big idea.” - Sandy Ogg, Chief Human Resources Officer, Unilever

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Product Details

  • ISBN-13: 9781422130070
  • Publisher: Harvard Business Review Press
  • Publication date: 7/1/2010
  • Pages: 224
  • Sales rank: 1,092,632
  • Product dimensions: 6.30 (w) x 9.30 (h) x 0.80 (d)

Meet the Author


John Boudreau is Professor of Management and Organization at the University of Southern California's Marshall School of Business and the Research Director at USC's Center for Effective Organizations. He has published more than sixty books and articles and consults to clients in a wide range of industries.
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Sort by: Showing 1 Customer Reviews
  • Posted October 22, 2010

    more from this reviewer

    Precise argument for adapting business metrics to HR

    Professor John W. Boudreau wants you to rethink the contribution your human resources unit makes to the way your company recruits, develops and retains crucial "talent," that is, people. Dodging most, but not all, jargon, Boudreau advocates using metrics from the business side of your organization to evaluate how talent contributes to your firm and how your talent needs will vary under changing business conditions. He asks you to examine how you will muster enough people with crucial skills, now and in the future, and suggests strategically rethinking your workforce and considering how to develop it as the demand for pivotal skills spikes or shrinks. Boudreau makes his points with sharp intelligence in this clearly written, well thought-out book. It covers some very specific subject areas pertinent to HR professionals, but it is not a difficult read, partly due to its lively examples. While HR professionals who want to play a more strategic role will receive it most readily, getAbstract finds that this book will also help talent-focused C-level and middle managers who want more from HR and their employees. Boudreau makes a solid case for the merit of good metrics, but he's aware that HR is measuring people, not widgets, so risks and trade-offs abound.

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