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

Book Description

A comprehensive guide to using strategic HR methods to increase company performance. This book explains what strategic human resources means, how it differs from other HR activities, and why it is critical to business performance. It walks through key questions for designing, deploying and integrating different strategic HR processes including staffing, performance management, compensation, succession management, and development. The book also addresses the role of technology in strategic HR, and discusses how to get companies to support, adopt, and maintain effective strategic HR processes. The book includes dozens of illustrative examples of effective and ineffective strategic HR using stories drawn from a range of companies and industries.

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