book

The New Human Capital Strategy: Improving the Value of Your Most Important Investment—Year after Year

Name: The New Human Capital Strategy: Improving the Value of Your Most Important Investment—Year after Year
Author: Ph.D. Bradley W. Hall,
ISBN: 9780814409275

by Ph.D. Bradley W. Hall,

January 2008

Intermediate to advanced

240 pages

5h 50m

English

AMACOM

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Copyright
Praise for The New Human Capital Strategy
Foreword
Introduction: A Systematic Approach to Growing Your Human Capital
Time for a New ApproachToday’s Approach to Human Capital ManagementNo One Is AccountableSystems, Not ProgramsA Misaligned ModelShifting to a New ApproachWhy This Book Was WrittenNotes
One. Designing the Blueprint
One. A New Source of Competitive Advantage
Maintaining Competitive AdvantageCompeting on Human Capital: What’s It Worth?The Need for a New ParadigmHuman Capital ManagementThe Critical HCM ComponentsHCS Component 2: Leaders Who Deliver ResultsHCS Component 3: Key Position ExcellenceHCS Component 4: Workforce PerformanceExecuting the Human Capital StrategyOrganizational Capabilities to Deliver the StrategyResults-Based Definition of SuccessIntegrated Improvement ProcessDisciplined Measurement and ManagementThe Outcomes of HCSOutcome #1: Systematic Human Capital ImprovementOutcome #2: Progressively Better Human Capital DecisionsConclusionNotes
Two. The New Human Capital Strategy
The Current State of HR StrategiesBuilding a Human Capital BlueprintThe Human Capital TheoryThe Human Capital VisionSetting the Human Capital VisionStrategic Human Capital ComponentsEffective Executive TeamsLeaders Who Deliver ResultsKey Position ExcellenceWorkforce PerformanceSimple and Compelling VisionAligned OrganizationPerformance CultureAppraisal and RewardsPlans That Deliver Business ResultsWhat Is a Top-Down Plan?What Is a Comprehensive Plan?What Is an Integrated Plan?What Is a Disciplined Plan?Comprehensive, Integrated, and Disciplined: An ExampleDetermining the Optimal Blueprint for Your OrganizationThe Human Capital Lagging IndicatorHuman Capital Leading IndicatorsConclusionNotes
Three. Creating Capabilities to Execute the Blueprint
Today’s Human Resources FunctionToday’s Performance GapA View from Outside the ProfessionA View from Inside the ProfessionWhy Is there a Performance Gap?Aligning the HR StructureStrategic and Administrative Work Remains TangledThe HR AdministratorThe FixerThe Strategic PartnerHR Is Structured to Produce Programs and Policies Rather than Business ResultsRealigning HR to Deliver Business ResultsSplit the HR Administrator, Fixer, and Strategic Partner RolesAlign the Human Capital Organization to Deliver the Four Strategic ObjectivesFixing HR SystemsToday’s Measurement Systems Measure Activities, not ResultsMeasuring and Managing Human Capital Like Financial CapitalShifting Values from the Internal to the ExternalInternal Versus External Customer“I Can’t Own It; They Don’t Report to Me.”Activities versus ResultsThe Customer in the New Human Capital StrategyStart at the Top and Work DownInsist on ResultsTake Out Those Who Do Not Add Business ValueCodify a New Set of ValuesUsing HR Skills to Provide Change LeadershipReplace Training with One-on-One CoachingOutsource Strategic RolesTeach Newly Appointed Strategic HR Partners “What to Do” Rather than “Who to Be.”ConclusionNotes
Two. Building the System
Four. Effective Executive Teams
Why Are Executive Teams Important?Building the Executive TeamExecutive Team DesignPerformance OutcomesKey ResultsKey Results and TrustKey Results and Backward-Looking ManagementKey Results and Team LearningWhat Kind of a Team?Real Teams and Working GroupsReal Teams and Working Groups: Two Case StudiesTeam StructureClear Team PurposeRight Team Structure and SkillsCommitted and Confident MembersMutual AccountabilityTeam OperationsDecide When and Why the Team Will MeetSet Team NormsCreate Meeting ProtocolsImproving Executive Team Performance: A RoadmapHow to Define Performance OutcomesHow to Define Key ResultsModel #1: Help a New Team CoalesceModel #2: Manage for In-Year PerformanceModel #3: Manage for Organizational Capability GrowthHow to Build a System for Effectively Measuring and Managing Key ResultsConclusionNotes

Five. Leaders Who Deliver Results
Leadership Development: The Current StateLeadership PerformanceMisuse #1: The Design of CompetenciesMisuse #2: Substituting Less Valid Predictors for More Valid PredictorsMisuse #3: Mixing Competencies into Performance AppraisalsMisuse #4: Using Competencies for Leadership AssessmentBuilding Leadership Excellence: A RoadmapOrganizational Capabilities for Improving Leadership PerformanceSegment Leadership RolesBuild the Brand Management InfrastructureA Results-Based Definition of LeadershipCreating Integrated Leadership Development InitiativesBuilding a Leadership CultureImproving In-Year Leadership PerformanceFilling the Leadership PipelineGrowing High PotentialsChoosing Those with the Highest PotentialAssigning High Potentials to the Best ManagersCreating a Clear, Results-Based, Developmental RoadmapAssessing and Providing FeedbackManaging Key Developmental Experiences with DisciplineMeasuring and Managing with DisciplineMeasuring and Managing for Leadership Performance ImprovementsMeasuring and Managing Leadership PipelinesConclusionNotes
Six. Key Position Excellence
Key Position Performance: The Current StateWhy Is There Dissatisfaction with Training?Reason #1: Performance Improvements Require a SystemReason #2: Training Is Focused on Internal CustomersReason #3: Few Companies Have Data to Measure and Manage System PerformanceImproving Performance of Those in Key Positions: A Case StudyKey Position Excellence: The RoadmapBuilding Capabilities to Drive ChangeResults-Based Definition of SuccessStep 1: Define Performance OutcomesStep 2: Identify Key Results That Must Be Delivered to Achieve Performance OutcomesAn Effective Results-Based Definition of Success: A Case StudyComprehensive and Integrated DevelopmentStep 1: Assess Current Performance at the Individual/Team LevelStep 2: Identify Performance Gaps and Root CausesStep 3: Create Plans to Close GapsStep 4: Measure Changes and Redefine ApproachMeasure and ManageMeasuring for Performance ImprovementsManaging for Performance ImprovementsConclusionNotes
Seven. Improving Workforce Performance
Performance Improvement: The Current State“Putting Teeth” in Performance ManagementWhat’s Wrong with Today’s Appraisals?Problem #1: Appraisals Often Misalign the CompanyProblem #2: Appraisals Are Not Perceived as ValidProblem #3: Forced Distributions Ensure Demotivation and Lack of CooperationProblem #4: Appraisals Create Manager-Employee ContentionProblem #5: Appraisals May Systematically Reduce Performance LevelsBuilding a High-Performance Organization: The RoadmapStrategy and AlignmentBuilding the StrategyCreating Organizational CapabilitiesCascading Strategic ObjectivesOrganizational CultureWhat Is Culture?Defining the Ideal CultureMeasuring the CultureManaging the CultureAppraisal and RewardsLet’s Make a DealManager as Coach, Not JudgeReal-Time FeedbackConclusionNotes
Eight. Putting It All Together
Step 1: Create Capabilities to Drive ChangeGeneral ManagerSenior Leadership TeamTop HR LeaderStep 2: Define SuccessSet the Human Capital Theory and Lagging IndicatorSet the Human Capital StrategyStep 3: Create an Integrated Improvement ProcessAlign All Activities to a Business StrategyClarify the Business StrategyRedesign the OrganizationCascade Strategic Objectives and Critical Success FactorsSet the Organizational CultureImprove Performance of Those in Critical RolesIdentify Critical RolesDefine Performance Results for Each Critical RoleCreate Governance Structure for Each RoleConclusionNote

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Part One. Designing the Blueprint

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The New Human Capital Strategy: Improving the Value of Your Most Important Investment—Year after Year

by Ph.D. Bradley W. Hall,

Part One. Designing the Blueprint

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.