Linda Holbeche is Director of the Campaign for Leadership at The Work Foundation, an organization committed to working with leaders to drive up the quality of working life, thereby improving organizations' performance. Before she joined The Work Foundation Linda was Director of Research and Strategy at Roffey Park Management Institute. Linda was named as one of the Top 40 Power Players in Personnel by Personnel Today in 2000, 2001, 2002 and 2005. Her previous Butterworth-Heinemann titles include Motivating People in Lean Organizations (1997), Aligning HR and Business Strategy (1999 and 2001), The High Performance Organization (2005) and Understanding Change: Theory, implementation and success (2005).
Review
Praise for the first edition: 'This book will add enormous value to the profession.' Dave Ulrich, University of Michigan, School of Business 'A hot issue... Linda Holbeche's book explores both the why and the how, providing clear guidance and practical solutions.' David Hussey, Chief Editor, Croner's Journal of Professional HRM ' "Aligning HR strategy with business strategy" trips so easily off the tongues of HR directors that it belies the tremendously complex challenge that this represents. Anyone thinking of actually doing it should read Linda Holbeche's book first.' Paul Kearns, author of The Bottom Line HR Function
Summary
Building on surveys undertaken through Personnel Today magazine and research via Roffey Park Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilized their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence. Case studies include mergers and acquisitions policies, organizational design, retaining high flyers in an international environment, and core competency approaches. * Focuses on performance and developmental issues which are key to aligning HR and business strategies * Shows how HR strategists have leveraged their role to deliver key business objectives * Case studies and vignettes on managing change, influencing organizational development, identifying and retaining talent, and leadership development
Table of Contents
The need for strategic HRM - Beyond internal consultancy: the need for strategic human resources; The context for strategic human resources; Measuring the impact of strategic HRM; Aligning business and HR strategies; Strategies for managing and developing talent - Managing and rewarding for high performance; Working across organizational boundaries; Recruitment and retention strategies; Strategies for developing people; Developing effective career strategies; Developing international managers; High-potential assessment and succession planning; HR as a strategic function - HR strategists in action; International approaches to HRM; Implementing strategic change - Bringing about strategic change; Mergers and strategic alliances; Creating a learning culture; Conclusion; Index.
