What difference can the aspiring HR strategist really make to business value?
In the new edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies.
Featuring updated profiles and case studies from top HR strategists who have used their skills to deliver a variety of key business objectives, Aligning Human Resources and Business Strategy, 2nd edition provides inspiration and guidance on how to apply the theory to challenges in your organization.
Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.
Linda Holbeche is Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD). Linda chairs and speaks at meetings and conferences worldwide and appeared at number six in Human Resources magazine's HR most influential 2008 roll call of top industry thinkers.
“Linda Holbeche describes the alignment of HR strategy with business strategy as “the holy grail of HR teams” and, equipped with this wonderful book, it’s an objective which I believe many more of those teams will be able to achieve. By combining a balanced and incisive review of the latest academic thinking with well-chosen and insightful examples of current best practice, she has created a valuable resource which is inspirational and pragmatic in equal measure.”
- David Fairhurst, Senior Vice President and Chief People Officer, McDonald’s UK and Northern Europe
“As leaders face enormous business challenges, they increasingly turn to HR for insight and support. Linda’s book guides HR professionals in giving thoughtful and useful advice. It offers clear guidelines and approaches for HR to help leaders better identify and solve their problems. The ideas in the book are comprehensive, thoughtful, and accessible. This wonderful book will help line managers know what to expect from HR and HR professionals know how to meet those expectations.”
- Dave Ulrich, Professor of Business, University of Michigan and Partner, The RBL Group
Part I The Need for Strategic Human Resources; Introduction: From Business Partnering to Leadership; The Context for Strategic HR; Transforming HR into a Strategic Partner; Measuring the Impact of Strategic HRM; Aligning Business and HR Strategy; Part II Strategies for Managing and Developing Talent; Recruitment and Retention Strategies; Managing and Rewarding for High Performance; Strategies for Developing People; Developing Effective Career Strategies; Developing International Managers; High-Potential Assessment and Succession Planning; Part III Human Resources as a Strategic Function; Skills for HR Strategists; Working Across Boundaries; Global HRM; Part IV Implementing Strategic Change; Bringing about Culture Change; Mergers and Acquisitions; Creating a Learning Culture; Conclusion; Index