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TitleTransforming HR, Second Edition: Creating value through people (The HR Series)
File Size3.7 MB
Total Pages371
Table of Contents
                            Transforming HR Creating Value through People
Copyright Page
The Authors
	Why read this book?
Part 1: Context
	Chapter 1:  A Transformational Mindset
		Key themes
		HR and OD
		About a transformational mindset
		System mindset
			Change cycle
			Change equation model
		Process consulting mindset
			How is this achieved?
		Project mindset
			Why the focus on developing a project mindset?
	Chapter 2: HR Transformation – How are We Doing?
		Key themes
		Recent research findings
		Key issues for HR
			The situation in 2005
			Key issues and questions
				Issue 1: HR professionals and line managers
				Issue 2: The role of shared service centres
				Issue 3: The role of the HR generalist
				Issue 4: The reputation of HR
				Issue 5: HR performance
				Issue 6: Organisational boundaries
				Issue 7: HR capabilities
	Chapter 3: What is HR’s Value Proposition?
		Key themes
		Value creation – what it means and how it is created
		Value adding HR
		What has HR done to add value?
			Transactional value
			Process value
			Strategic value
			Reputational value
		Challenges for HR
Part 2: The Case for Change
	Chapter 4: People and Technology
		Key themes
		Informing the people and technology debate
		Technology choices and architectures
			Planning the elements of the technology project
		The emergence of Web 2.0
			What do we mean by Web 2.0?
			How does this affect HR?
			Getting the most from Web 2.0
			The impact of engagement and control on HR policy
				Technologies and engagement
				Technologies and control
			Four scenarios of communication and collaboration in organisations
				Scenario 1 – Traditional face-to-face communications and collaboration
				Scenario 2 – Modern face-to-face communications and collaboration
				Scenario 3 – Laissez faire Web 2.0
				Scenario 4: Enterprise 2.0
	Chapter 5: Envisioning the New World
of HR
		Key themes
			Five strategic opportunities
				1. Many critical organisational issues are about people/organisational development
				2. Advances in technology
				3. New organisational alternatives
				4. Research linking developed people management practices and performance
				5. Clearer functional view on what a strategic contribution means
			Seven irresistible forces
			Using the above material
		Going about envisioning
		Envisioning tools
			Business drivers framework
				When should we use this framework?
				What does the framework look like?
				How do I use this framework?
			Organisational levers model
				When should we use this model?
				How do I use the model?
				1. As a pre-prepared input to an envisioning workshop
				2. Realtime in a workshop
				What might an output look like?
			HR value pyramid model
				When should we use this model?
				What does the model look like?
				How do I use the model?
				When should we use this tool?
				What do the tools look like and how do I use them?
				1. Free-form drawing
				2. Picture cards/collage
		Fast tracking the envisioning process
			Who should be involved?
				1. Gap analysis
				2. Building the case for change
				3. Planning and keeping on track
	Chapter 6: The Business Rationale
		Key themes
		What is the purpose of the business case?
		What are the key steps in producing a business case?
		Define benefits and associated costs
		Tangible benefits
		Intangible benefits
		Conduct cost–benefit and risk analysis
		Produce HR transformation roadmap
		Gain buy-in and ownership
	Chapter 7: Stakeholder Engagement
and Communication
		Key themes
		Stakeholder engagement tools
			The stakeholder topography
			How to enlist support and overcome resistance
			How do we test the ‘temperature’ of the business?
			The global dimension
		Case studies
			Case study 1: UK subsidiary of global mobile phone company
				Approach to data collection and analysis
				Results of Web-based survey
				The impact of Web-based HR on the efficiency of HR activities and processes
				The impact on improving employee communication and engagement
				Overall observations
			Case study 2: Her majesty’s revenue and customs (HMRC)
			Case study 3: Pfizer
				The development of Pfizerpedia
				HR and Enterprise 2.0
			Case study 4: Westminster city council
				The value of staff engagement
				The Enterprise 2.0 solution
				Policing the Enterprise 2.0 applications
				Future developments
			Case study 5: KPMG
				Using Enterprise 2.0 to improve knowledge sharing
				In-house support
				Measurement of benefits
				Future developments
Part 3: Planning and Implementation
	Chapter 8: Service Delivery Approaches
		Key themes
		The factors involved in the choice of service delivery approaches
			Delivery channels – Who does what?
			Scope of HR services
			Structural issues
			Case example illustrating aspects of the model
			HR Strategy
			HR service goals
			HR service architectures
			HR service outcomes
		The opportunities and challenges associated with different 
structural models
			Shared service centres
			Key architectural design issues
			Architectural design decisions in relation to businesspartners and HR specialists
			Managing the boundaries between the different HR service delivery channels
		The role of Web-based HR
			Web-based HR processing practice
		The role of outsourcing
			What to outsource?
			How to find a suitable outsource provider
			Settling upon the right sort of contract
			Commercial/pricing/cost savings
			Term and effective date
			Service levels
			Other considerations
			Determining the contract length
			Statement of key deliverables
			Designing the structure of the business relationship
			People management
			Managing by contract
	Chapter 9: Programme Management
		Key themes
		Programme governance tools
			Business case framework
			Steering board
			Programme team
			Technology workstream
			Process workstream
			People workstream
			Potential conflicts
			Other considerations
		Managing risks and issues
			Risk management
			Issues management
				Business management
				Programme control
				Ongoing evaluation
			An overview of the state of the project
			Business case
			Scope of the e-HR contract and revision to timetable
			Reporting arrangements
			Conclusions and recommendations
			Structure of new HR service delivery model
			HR Shared Service Centre
			Business partners and strategic HR advisors
			Strategic Centre
			Governance structure
	Chapter 10: Implementation: Capability
and Culture
		Key themes
		Excellent business partnering
		How we build capability
			Step 1 – Clarify HR’s contribution
				Accountability workshop
			Step 2 – Define performance expectations
				Line manager capabilities
				Shared services capabilities
				HR partner capabilities
			Step 3 – Establish a capability baseline
			Step 4 – Invest in HR capability development
				Mandatory workshops
				Optional workshops
				Action learning groups
				Self-managed learning/on-the-job development
			Step 5 – Review learning and build into on going HR capabilitydevelopment
		HR culture
	Chapter 11: Implementation: Process and Technology
		Key themes
		Detailed process and technology design
		Impact and readiness assessment
		Build and test
		Cutover and the transition to business as usual
	Chapter 12: Benefits Realisation
		Key themes
		Measuring benefits
		Managing benefits
		Sustaining benefits
			Ensure that benefit targets are incorporated into business plans
			Answer the question – ‘what’s in it for me?’
			Continue training after go live
			Demonstrate leadership from the top
			Performance management
			Remove the old ways of doing things
			Make measurement an ongoing activity
Part 4: Realising the Promise of HR Transformation
	Chapter 13: The Business of HR
		Key themes
		The business of HR – Six themes
			Theme 1: Being at the heart of organisational development
			Theme 2: Creating high performance work environments
			Theme 3: Designing new organisational architectures
			Theme 4: Understanding the workforce and its costs
			Theme 5: Using technology to advance knowledge sharing and innovation
			Theme 6: Building a compelling employer brand
		The ongoing transformation of HR
			Capability and culture
Summary of Key Points
and Actions
	Chapter 1 A Transformational Mindset
	Chapter 2 HR Transformation – How Are We Doing?
	Chapter 3 What Is HR’s  Value Proposition?
	Chapter 4 People and Technology
	Chapter 5 Envisioning the New World of HR
	Chapter 6 The Business Rationale
	Chapter 7 Stakeholder Communication and Engagement
	Chapter 8 Service Delivery Approaches
	Chapter 9 Programme Management
	Chapter 10 Implementation: Capability and Culture
	Chapter 11 Implementation: Process and Technology
	Chapter 12 Benefits Realisation
	Chapter 13 The Business of HR
Appendix 1: Organisational Levers Output
	‘As is’/‘To be’ descriptors for technology
	‘As is’/‘To be’ descriptors for people and culture
	Glossary of terms
Appendix 2: Illustrative Survey Statements
Appendix 3: Scope of HR
Appendix 4: Extract from an Accountabilities Workshop
	The role of the line manager in people management
	Line manager: Priority knowledge and skills
	The role of employees in delivering HR management
Appendix 5: Return on Investment and Internal Rate of Return 
	Internal rate of return
	Return on investment
	Further Reading
Contributing Senior Practitioners

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