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

Table of contents

1. Cover
2. Contents
3. Title
4. Copyright
5. Dedication
6. Tables, Figures, and Discussions
7. Preface
8. Chapter One: Why Read This Book?
   1. 1.1 How This Book Is Structured
   2. 1.2 The Role of HR Technology in Strategic HR
   3. 1.3 Why This Book Matters
   4. Notes
9. Chapter Two: Strategic HR
   1. 2.1 The Fundamental Processes of Strategic HR
   2. 2.2 Why Do We Need Strategic HR Departments?
   3. 2.3 What Makes Strategic HR Difficult?
   4. 2.4 Conclusion
   5. Notes
10. Chapter Three: Business Execution and Strategic HR
    1. 3.1 Defining Business Execution
    2. 3.2 Assessing Business Execution Needs
    3. 3.3 Using Strategic HR Processes to Support Business Execution
    4. 3.4 Linking Specific Business Execution Drivers to Different HR Processes
    5. 3.5 Increasing Strategic HR Process Maturity
    6. 3.6 Integrating Strategic HR Processes
    7. 3.7 Conclusion
    8. Notes
11. Chapter Four: Right People
    1. 4.1 Recruiting to Support Business Execution
    2. 4.2 Critical Recruiting Design Questions
    3. 4.3 Recruiting Process Maturity
    4. 4.4 Conclusion
    5. Notes
12. Chapter Five: Doing the Right Things
    1. 5.1 What It Means to Be a “Goal-Driven” Organization
    2. 5.2 The Role of Goals in an Integrated Strategic HR System
    3. 5.3 Goal Management Critical Design Questions
    4. 5.4 Goal Management Process Maturity
    5. 5.5 Conclusion
    6. Notes
13. Chapter Six: Doing Things the Right Way
    1. 6.1 Why Is Performance Management So Difficult?
    2. 6.2 Why Do We Need Performance Management?
    3. 6.3 Balancing the Conflicting Goals of Performance Management
    4. 6.4 Critical Performance Management Design Questions
    5. 6.5 Increasing Performance Management Process Maturity
    6. 6.6 Conclusion
    7. Notes
14. Chapter Seven: Creating the Right Development Experiences
    1. 7.1 The Basic Components of a Development Process
    2. 7.2 The Six Primary Development Methods
    3. 7.3 Approaching Development Programs from an Integrated Perspective
    4. 7.4 Critical Development Design Questions
    5. 7.5 Increasing Development Process Maturity
    6. 7.6 Conclusion
    7. Notes
15. Chapter Eight: Creating an Integrated HR Strategy
    1. 8.1 Identifying the Change You Want to Create
    2. 8.2 Defining What the Change Will Look Like
    3. 8.3 Defining How You Will Create and Measure the Change
    4. 8.4 Operationalizing the Change
    5. 8.5 Conclusion
16. Chapter Nine: Strategic HR Process Deployment and Adoption
    1. 9.1 Establishing HR Leadership Credibility
    2. 9.2 Defining the Change and Change Requirements
    3. 9.3 Providing Tools and Training to Support the Change
    4. 9.4 Enlisting Line Leadership to Drive the Change
    5. 9.5 Conclusion
17. Chapter Ten: Improving the World through Strategic HR
    1. 10.1 Next Steps
    2. 10.2 Parting Thoughts
18. Acknowledgments
19. Appendix A: A Comprehensive Library of Behavioral Competencies
20. Appendix B: Building a Robust Succession Management Process
21. Glossary of Common Strategic Human Resource Terms
22. About the Author
23. Index