| Tables, Figures, and Discussions |
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xi | |
| Preface |
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xvii | |
| 1 Why Read This Book? The Good, the Great, and the Stupidus Maximus Award |
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1 | (14) |
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1.1 How This Book Is Structured |
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8 | (1) |
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1.2 The Role of HR Technology in Strategic HR |
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9 | (5) |
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1.3 Why This Book Matters |
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14 | (1) |
| 2 Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult |
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15 | (12) |
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2.1 The Fundamental Processes of Strategic HR |
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17 | (3) |
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2.2 Why Do We Need Strategic HR Departments? |
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20 | (1) |
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2.3 What Makes Strategic HR Difficult? |
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21 | (3) |
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24 | (3) |
| 3 Business Execution and Strategic HR |
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27 | (32) |
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3.1 Defining Business Execution |
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27 | (4) |
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3.2 Assessing Business Execution Needs |
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31 | (8) |
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3.3 Using Strategic HR Processes to Support Business Execution |
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39 | (2) |
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3.4 Linking Specific Business Execution Drivers to Different HR Processes |
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41 | (2) |
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3.5 Increasing Strategic HR Process Maturity |
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43 | (3) |
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3.5.1 Right People Maturity Levels |
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44 | (1) |
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3.5.2 Right Things Maturity Levels |
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45 | (1) |
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3.5.3 Right Way Maturity Levels |
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45 | (1) |
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46 | (1) |
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3.6 Integrating Strategic HR Processes |
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46 | (10) |
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56 | (3) |
| 4 Right People: Designing Recruiting and Staffing Processes |
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59 | (42) |
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4.1 Recruiting to Support Business Execution |
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60 | (7) |
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4.1.1 Quality of Hiring Decisions |
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62 | (2) |
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4.1.2 Quality of Sourcing |
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64 | (1) |
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4.1.3 Relationships and Networking |
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64 | (1) |
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4.1.4 Hiring Manager Involvement |
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65 | (1) |
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4.1.5 Integrated Talent Management |
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66 | (1) |
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4.2 Critical Recruiting Design Questions |
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67 | (29) |
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4.2.1 What Types of Jobs Are We Hiring For? |
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68 | (2) |
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4.2.2 How Many People Will We Need to Hire, and When Will We Need Them? |
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70 | (4) |
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4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employees? |
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74 | (5) |
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4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process? |
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79 | (4) |
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4.2.5 How Will We Source Candidates? |
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83 | (6) |
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4.2.6 How Will We Select Candidates? |
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89 | (4) |
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4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity? |
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93 | (1) |
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4.2.8 How Will We Retain Employees after They Are Hired? |
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94 | (1) |
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4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time? |
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94 | (2) |
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4.3 Recruiting Process Maturity |
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96 | (1) |
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97 | (4) |
| 5 Doing the Right Things: Becoming a Goal-Driven Organization |
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101 | (50) |
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5.1 What It Means to Be a "Goal-Driven" Organization |
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104 | (3) |
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5.2 The Role of Goals in an Integrated Strategic HR System |
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107 | (4) |
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5.3 Goal Management Critical Design Questions |
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111 | (34) |
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5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans? |
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111 | (9) |
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5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned? |
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120 | (4) |
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5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies? |
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124 | (7) |
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5.3.4 How Is Employee Goal Accomplishment Measured? |
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131 | (2) |
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5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? |
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133 | (4) |
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5.3.6 How Are Goals Used to Support Employee Development and Career Growth? |
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137 | (4) |
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5.3.7 How Does the Organization Coordinate Goals across Different Employees to Foster Communication and Collaboration? |
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141 | (1) |
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5.3.8 How Are Goals Used to Guide Business Execution on an Ongoing Basis? |
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142 | (3) |
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5.4 Goal Management Process Maturity |
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145 | (3) |
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148 | (3) |
| 6 Doing Things the Right Way: Using Perforr7nce Management to Increase Business Execution |
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151 | (98) |
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6.1 Why Is Performance Management So Difficult? |
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152 | (6) |
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6.2 Why Do We Need Performance. Management? |
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158 | (1) |
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6.3 Balancing the Conflicting Goals of Performance Management |
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159 | (2) |
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6.4 Critical Performance Management Design Questions |
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161 | (81) |
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6.4.1 What Are the Primary Objectives of Your Performance/Management Process? |
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162 | (6) |
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6.4.2 How Do You Define Effective Performance? |
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168 | (15) |
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6.4.3 How Will You Structure your Performance Management Cycle? When Will You Evaluate Performance? |
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183 | (7) |
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6.4.4 How Will You Evaluate Performance? |
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190 | (21) |
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6.4.5 How Will You Calibrate Performance Evaluations? |
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211 | (9) |
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6.4.6 How Are Data from Performance Evaluations Used? What Is the Relationship among Performance Evaluations, Pay, Promotions, Development, and Workforce Management? |
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220 | (10) |
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6.4.7 What Training and Incentives Do Managers and Employees Need to Effectively Use Performance Management Processes? |
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230 | (12) |
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6.5 Increasing Performance Management Process Maturity |
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242 | (2) |
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244 | (5) |
| 7 Creating the Right Development Experiences |
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249 | (58) |
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7.1 The Basic Components of a Development Process |
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252 | (3) |
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7.2 The Six Primary Development Methods |
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255 | (2) |
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7.3 Approaching Development Programs from an Integrated Perspective |
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257 | (9) |
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7.3.1 All Development Methods Should Leverage Other Development Methods |
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259 | (2) |
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7.3.2 All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives |
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261 | (2) |
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7.3.3 Development Is Most Effective When It Is Built Directly into Business Operations |
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263 | (3) |
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7.3.4 Integrated Development as a Way of Thinking |
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266 | (1) |
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7.4 Critical Development Design Questions |
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266 | (33) |
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7.4.1 What Talent Requirements Are You Addressing? |
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267 | (4) |
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7.4.2 What Positions or People DO You Need to Develop? |
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271 | (3) |
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7.4.3 What Employee Attributes Do You Need to Develop in Order to Achieve Your Learning Objectives? |
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274 | (6) |
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7.4.4 How Will You Build and Maintain Development Methods? |
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280 | (4) |
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7.4.5 How Will You Administer and Support Development Methods? |
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284 | (3) |
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7.4.6 How Will You Measure the Impact of Development Programs? |
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287 | (6) |
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7.4.7 How Will You Create an Environment That Supports Use of Development Methods? |
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293 | (6) |
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7.5 Increasing Development Process Maturity |
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299 | (5) |
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304 | (3) |
| 8 Creating an Integrated HR Strategy |
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307 | (22) |
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8.1 Identifying the Change You Want to Create |
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309 | (5) |
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8.2 Defining What the Change Will Look Like |
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314 | (5) |
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8.3 Defining How You Will Create and Measure the Change |
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319 | (4) |
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8.4 Operationalizing the Change |
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323 | (4) |
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327 | (2) |
| 9 Strategic HR Process Deployment and Adoption |
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329 | (20) |
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9.1 Establishing HR Leadership Credibility |
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330 | (4) |
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9.2 Defining the Change and Change Requirements |
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334 | (3) |
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9.3 Providing Tools and Training to Support the Change |
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337 | (8) |
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9.3.1 How Technology Enables Change |
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337 | (7) |
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9.3.2 Branding HR Processes |
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344 | (1) |
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9.4 Enlisting Line Leadership to Drive the Change |
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345 | (2) |
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347 | (2) |
| 10 Improving the World through Strategic HR |
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349 | (6) |
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351 | (1) |
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352 | (3) |
| Acknowledgments |
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355 | (2) |
| Appendix A: A Comprehensive Library of Behavioral Competencies |
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357 | (32) |
| Appendix B: Building a Robust Succession Management Process |
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389 | (12) |
| Glossary of Common Strategic Human Resource Terms |
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401 | (26) |
| About the Author |
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427 | (2) |
| Index |
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429 | |
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