David S Weiss

Leadership-Driven HR

Transforming HR to Deliver Value for the Business

• Gebundenes Buch

Produktbeschreibung

In today's highly competitive marketplace, many businesses are searching for new directions and are transforming their way of working. For a business to transform effectively, HR must transform with it--or faster. Leadership-Driven HR is a breakthrough road map for HR to drive value for the business, guide HR to deliver value through leaders, and ensure that HR is driven to lead. It looks past the critiques of the ways that HR may have functioned in the past and instead looks toward what HR needs to become--forward-thinking leaders who actively shape the future instead of being reactive. HR needs to embrace this new reality rather than attempting to hang on to the way it was in the past. The past is gone. HR needs to shape its own future so that it can be of greater value to the business. Businesses need Leadership-Driven HR in order to succeed. The challenge to HR is to unleash its own potential to gain insight and discover solutions for how to deliver value for the business. HR also needs to lighten up other work that is of a lower priority. When HR is effective at Leadership-Driven HR, it moves from an important internal service to an essential partner of the business that is highly strategic and important to the competitive and comparative success of the enterprise. HR also must be able to articulate a compelling story of what HR is, how it delivers value to business leaders, and how all HR priorities eventually deliver value to external customers. Leadership-Driven HR tells that story to executives, business leaders, and HR professionals so that they will know how to transform HR to deliver value for the business.

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Produktdetails

• Verlag: Wiley
• Seitenzahl: 304
• Erscheinungstermin: 4. Januar 2013
• Englisch
• Abmessung: 231mm x 163mm x 25mm
• Gewicht: 590g
• ISBN-13: 9781118362822
• ISBN-10: 1118362829
• Artikelnr.: 36548288

Autorenporträt

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and human resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David also teaches in three executive development programs at the Rotman School of Management at the University of Toronto, the Schulich School of Business at York University, and The University College of Cayman Islands. His doctorate is from the University of Toronto, and he has Masters degrees in Education and Psychology from Columbia University. David is also a Senior HR Professional (SHRP), an Institute Certified Director (ICD.D) with the Institute of Corporate Directors, an advisory board member of the Canadian Society for Training and Development, a Certified Training and Development Professional (CTDP), and a past Director on the Board of the Princess Margaret Hospital Foundation. He has been honored with the "HR Leadership Award" at the Asia-Pacific HR Congress, the "HR Distinction Award" from HR Israel, the "Distinguished Lecturer" certificate from the Government of Canada and the Government of Ontario, and the lifetime designation of "Fellow" from both HRPA and CSTD in Canada. David is a highly sought-after executive consultant, educator, and keynote speaker who has presented at over 200 conferences and is the author or co-author of five other business books: Innovative Intelligence (2011), Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). Leadership-Driven HR is his sixth book. For more information, visit www.weissinternational.ca and follow David@DrDavidWeiss.

Inhaltsangabe

Acknowledgments xiii
Preface xvii
About the Author: Dr. David S. Weiss xxvii
Part One: Transforming HR 1
Chapter One: Being Leadership-driven 3
HR as a Driver of Business Leadership 5
HR Drives Value Through Leaders 8
HR is Driven to Lead 15
Conclusion 19
Summary 20
Chapter Two: Line of Sight to The External Customer 21
Stage 1: From Control to Service Providers 22
Stage 2: From Service Providers to Partnerships 24
Clear Line of Sight to the External Customer 25
Implications for HR's Internal Relationships 27
Conclusion 31
Summary 32
Chapter Three: "Lighten Up" To Deliver Priorities 33
Lighten Up to Rebalance Work 34
Leadership and the Need to Lighten Up 34
Lighten Up by Removing the "Noise" from the System 37
The 4Ds: Delete, Delay, Distribute, Diminish 40
Conclusion 48
Summary 49
Part Two: The Work of HR 51
Chapter Four: The HR Triangle Chart 53
People Capabilities, Organizational Capabilities, and HR Value Propositions
55
Apply the Lighten-Up Process to the HR Triangle Chart 57
Conclusion 59
Summary 60
Chapter Five: People Capabilities 61
The Find People Capability 62
The Develop People Capability 68
The Retain People Capability 82
Conclusion 88
Summary 89
Chapter Six: Organizational Capabilities 91
Cultural Transformation and Implementing Change 92
Restructuring and Design 93
Organizational Alignment 99
Return on Investment in Human Capital 108
Conclusion 119
Summary 120
Part Three: The HR Value Proposition 123
Chapter Seven: HR Value Proposition: An Overview 125
The Seven Steps to Develop an HR Value Proposition 129
Confirm that the HR Value Proposition Mitigates the Business Risk 130
HR Must Partner to Deliver the HR Value Proposition 133
Conclusion 134
Summary 135
Chapter Eight: Build Leadership Capacity 137
Management Capacity Versus Leadership Capacity 138
Element 1: Applying Innovative Intelligence 141
Element 2: Applying Emotional Intelligence 147
Element 3: Aligning Employees and Teams to the Future Direction 152
Element 4: Engaging Employees and Teams with the Future Direction 155
Integrating the Four Elements of Leadership Capacity 161
Conclusion 163
Summary 165
Chapter Nine: Accelerate Culture Transformation 167
Why Is Accelerating Culture Transformation So Challenging? 168
What Is Culture? 169
The Laser-Beam Approach to Culture Transformation 171
Final Observations about Culture Transformation 187
Conclusion 191
Summary 192
Chapter Ten: Implement Change 195
Change and Transition 197
Eight-Step Implementing Change Process 198
Conclusion 229
Summary 230
Chapter Eleven: Making Leadership-driven HR Happen 233
F: Forward Thinking 236
O: Outside-In 240
C: Co-Create 243
U: Up-to-Date 250
S: Synergies Within HR 252
Conclusion 257
Summary 260
Index 263