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Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance / Edition 1

Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance / Edition 1

by Steven T. Hunt


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Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance / Edition 1

A comprehensive guide to using strategic HR methods to increasecompany performance. This book explains what strategic humanresources means, how it differs from other HR activities, and whyit is critical to business performance. It walks through keyquestions for designing, deploying and integrating differentstrategic HR processes including staffing, performance management,compensation, succession management, and development. The bookalso addresses the role of technology in strategic HR, anddiscusses how to get companies to support, adopt, and maintaineffective strategic HR processes. The book includes dozens ofillustrative examples of effective and ineffective strategic HRusing stories drawn from a range of companies and industries.

Product Details

ISBN-13: 9780470442418
Publisher: Wiley
Publication date: 03/03/2014
Pages: 464
Sales rank: 618,033
Product dimensions: 6.90(w) x 9.20(h) x 1.40(d)

About the Author

Steven Hunt, Ph.D., is Director of Business Transformation Services at SuccessFactors. He has over 15 years experience designing talent management solutions supporting a range of applications including performance management, staffing, employee development, culture change, workforce transformation, and succession planning. An active author and speaker, he regularly presents at industry and academic conferences and via webinars funded by human capital management organizations. His articles have appeared in dozens of trade and academic journals ranging from the Wall Street Journal to the International Journal of Selection & Assessment. He is also author of a book on the applied use of staffing assessment methods entitled "Hiring Success" (Pfeiffer). Hunt held research and consulting positions with Kronos Talent Management Division, Starbucks, SHL Inc., Personnel Decisions International, and the Department of Energy National Laboratories. He resides in Portland, OR.

Table of Contents

Tables, Figures, and Discussions xi

Preface xvii

ONE Why Read This Book? The Good, the Great, and the StupidusMaximus Award 1

1.1 How This Book Is Structured 8

1.2 The Role of HR Technology in Strategic HR 9

1.3 Why This Book Matters 14

TWO Strategic HR: What It Is, Why It Is Important, and Why ItIs Often Difficult 15

2.1 The Fundamental Processes of Strategic HR 17

2.2 Why Do We Need Strategic HR Departments? 20

2.3 What Makes Strategic HR Difficult? 21

2.4 Conclusion 24

T H R E E Business Execution and Strategic HR 27

3.1 Defining Business Execution 27

3.2 Assessing Business Execution Needs 31

3.3 Using Strategic HR Processes to Support Business Execution39

3.4 Linking Specific Business Execution Drivers to Diff erent HRProcesses 41

3.5 Increasing Strategic HR Process Maturity 43

3.5.1 Right People Maturity Levels 44

3.5.2 Right Things Maturity Levels 45

3.5.3 Right Way Maturity Levels 45

3.5.4 Right Development 46

3.6 Integrating Strategic HR Processes 46

3.7 Conclusion 56

FOUR Right People: Designing Recruiting and StaffingProcesses 59

4.1 Recruiting to Support Business Execution 60

4.1.1 Quality of Hiring Decisions 62

4.1.2 Quality of Sourcing 64

4.1.3 Relationships and Networking 64

4.1.4 Hiring Manager Involvement 65

4.1.5 Integrated Talent Management 66

4.2 Critical Recruiting Design Questions 67

4.2.1 What Types of Jobs Are We Hiring For? 68

4.2.2 How Many People Will We Need to Hire, and When Will WeNeed Them? 70

4.2.3 What Sort of Employees Do We Need to Hire? What AttributesDo Candidates Need to Possess to Become Effective Employees? 74

4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers,and Candidates Play in the Hiring Process? 79

4.2.5 How Will We Source Candidates? 83

4.2.6 How Will We Select Candidates? 89

4.2.7 How Will We Get Newly Hired Employees Up to FullProductivity? 93

4.2.8 How Will We Retain Employees aft er They Are Hired? 94

4.2.9 How Will We Measure Recruiting Success and Improve OurProcesses over Time? 94

4.3 Recruiting Process Maturity 96

4.4 Conclusion 97

F I V E Doing the Right Things: Becoming a Goal-DrivenOrganization 101

5.1 What It Means to Be a “Goal-Driven” Organization104

5.2 The Role of Goals in an Integrated Strategic HR System107

5.3 Goal Management Critical Design Questions 111

5.3.1 How Will You Ensure Employees Have Well-Defi ned GoalPlans? 111

5.3.2 What Are You Doing to Ensure Employees Feel a Sense ofCommitment and Ownership toward the Goals They Are Assigned20

5.3.3 What Methods Are Used to Align Employees’ Goals withCompany Business Strategies? 124

5.3.4 How Is Employee Goal Accomplishment Measured? 131

5.3.5 What Is the Relationship between Goal Accomplishment andEmployee Pay, Promotions, and Recognition? 133

5.3.6 How Are Goals Used to Support Employee Development andCareer Growth? 137

5.3.7 How Does the Organization Coordinate Goals acrossDifferent Employees to Foster Communication and Collaboration41

5.3.8 How Are Goals Used to Guide Business Execution on anOngoing Basis? 142

5.4 Goal Management Process Maturity 145

5.5 Conclusion 148

S I X Doing Things the Right Way: Using PerformanceManagement to Increase Business Execution 151

6.1 Why Is Performance Management So Difficult? 152

6.2 Why Do We Need Performance Management? 158

6.3 Balancing the Conflicting Goals of Performance Management159

6.4 Critical Performance Management Design Questions 161

6.4.1 What Are the Primary Objectives of Your PerformanceManagement Process? 162

6.4.2 How Do You Define Effective Performance? 168

6.4.3 How Will You Structure Your Performance Management Cycle? When Will You Evaluate Performance? 183

6.4.4 How Will You Evaluate Performance? 190

6.4.5 How Will You Calibrate Performance Evaluations? 211

6.4.6 How Are Data from Performance Evaluations Used? What Isthe Relationship among Performance Evaluations, Pay, Promotions,Development, and Workforce Management? 220

6.4.7 What Training and Incentives Do Managers and EmployeesNeed to Effectively Use Performance Management Processes? 230

6.5 Increasing Performance Management Process Maturity 242

6.6 Conclusion 244

SEVEN Creating the Right Development Experiences 249

7.1 The Basic Components of a Development Process 252

7.2 The Six Primary Development Methods 255

7.3 Approaching Development Programs from an IntegratedPerspective 257

7.3.1 All Development Methods Should Leverage Other DevelopmentMethods 259

7.3.2 All Development Methods Use Roles, Relationships, andResources to Achieve Learning Objectives 261

7.3.3 Development Is Most Effective When It Is Built Directlyinto Business Operations 263

7.3.4 Integrated Development as a Way of Thinking 266

7.4 Critical Development Design Questions 266

7.4.1 What Talent Requirements Are You Addressing? 267

7.4.2 What Positions or People Do You Need to Develop? 271

7.4.3 What Employee Attributes Do You Need to Develop in Orderto Achieve Your Learning Objectives? 274

7.4.4 How Will You Build and Maintain Development Methods-280

7.4.5 How Will You Administer and Support Development Methods-284

7.4.6 How Will You Measure the Impact of Development Programs-287

7.4.7 How Will You Create an Environment That Supports Use ofDevelopment Methods? 293

7.5 Increasing Development Process Maturity 299

7.6 Conclusion 304

E I G H T Creating an Integrated HR Strategy 307

8.1 Identifying the Change You Want to Create 309

8.2 Defining What the Change Will Look Like 314

8.3 Defining How You Will Create and Measure the Change 319

8.4 Operationalizing the Change 323

8.5 Conclusion 327

N I N E Strategic HR Process Deployment and Adoption329

9.1 Establishing HR Leadership Credibility 330

9.2 Defining the Change and Change Requirements 334

9.3 Providing Tools and Training to Support the Change 337

9.3.1 How Technology Enables Change 337

9.3.2 Branding HR Processes 344

9.4 Enlisting Line Leadership to Drive the Change 345

9.5 Conclusion 347

T E N Improving the World through Strategic HR 349

10.1 Next Steps 351

10.2 Parting Thoughts 352

Acknowledgments 355

Appendix A: A Comprehensive Library of BehavioralCompetencies 357

Appendix B: Building a Robust Succession Management Process389

Glossary of Common Strategic Human Resource Terms 401

About the Author 427

Index 429

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