By Linda Holbeche
A bland publication with little of curiosity, until you're employed for a central authority division in a third-world nation. Reads like an instructional treatise from a second-year scholar in 1990.
The principles are trite and shortage substance. for instance, "dealing with bad functionality" is mentioned in one paragraph. "Long time period incentives and proportion ownership", too, is glossed over in a micro-paragraph approximately developments with nary a connection with shareholder price and rewards.
This booklet is a wonderful instance of the lead-lag chasm among American HR practices and Europe's archaic thinking.
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Extra resources for Aligning Human Resources and Business Strategy
Chapter | 1 Introduction: From Business Partnering to Leadership ● ● ● ● ● ● Through organization design. HR needs to understand the principles underpinning operational strategy and be strong at managing the interrelated operational elements of cost, dependability, flexibility, quality and speed. From its cross-organizational perspective, HR can see how all the processes and systems within the business interlink, including where there are areas of duplication and unnecessary activities that add little to the business, and identify where improvements can be made in the light of what the business is aiming to do.
Employees expect to be trained but may choose not to stick around to deliver on their enhanced skills once trained. Work–life balance has become a key element of talent strategies and achieving diversity has remained a major challenge for many organizations. Developing pools of talent for future leadership roles will become increasingly important and challenging. Succession planning has moved into a more consensual mode, where individual and organizational interests must be equally taken into account.
For this to happen, HR managers and their teams must understand how their business strategy can be effective in the competitive and fluid environment in which today’s businesses operate. This is not necessarily about analysis and planning, but about how strategy operates both as a way of thinking and acting so HR strategies and policies ensure that employees can deliver value to their customers and organizations can enjoy competitive advantage. Of course, with the benefit of a clear business strategy on which to focus, HR teams can develop a people and organizational strategy to support the business strategy.
Aligning Human Resources and Business Strategy by Linda Holbeche