Specifically co-written and designed as an instruction guide for senior management on identifying and analyzing weak points in their business operations and addressing problems associated with staff and business performance by Ap Eigenhuis (a former Senio Vice President of Human Resources at Unilever and founder of Applico HR Consultancy) and managerial consultant Rober van Dik, "High Performance Business Strategy: Inspiring Success Through Effective Human Resource Management" offers guidance on creating individualized programs employing proven managements strategies and techniques to enhance productivity and performance. Based on illustrative real0-world examples, corporate business managers will learn how to create higher levels of employee engagement and commitment, build effective work teams, compelling communicate their vision and values; coach for improved management and team performance; and create a corporate climate conducive to organizational achievement and success. "High Performance Business Strategy" is very strongly recommended reading for MBA students in general, and corporate managers seeking to improve their company's performance in particular.

nexusstc/High Performance Business Strategy: Inspiring Success Through Effective Human Resource Management/8410310f9842638c7ba65bcdcd355bfc.pdf

lgli/HR Management - High Performance Business Strategy - Inspiring Success Through Effective Human Resource Management - A Eigenhuis & R Van Dijk (Kogan Page) - 2007 [9780749450137].pdf

lgrsnf/HR Management - High Performance Business Strategy - Inspiring Success Through Effective Human Resource Management - A Eigenhuis & R Van Dijk (Kogan Page) - 2007 [9780749450137].pdf

Eigenhuis, Ap, Van Dijk, Rob

Rob VAN DIJK Ap EIGENHUIS

United Kingdom and Ireland, United Kingdom

London, ©2007

PT, 2007

0

lg227010

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Contents......Page 7
1 High-performance business strategy and HR......Page 11
Introduction......Page 13
‘The New Business HR Agenda’......Page 14
High-performance business......Page 16
The ability to attract and retain talented people......Page 18
Introduction......Page 21
Identify strategic thrusts for HR......Page 23
Use the web tool ‘The New Business HR Agenda’......Page 25
What business are we in?......Page 27
The agenda and HR strategy......Page 30
What is new?......Page 31
Summary......Page 34
4 The new business HR agenda and the HR function......Page 37
Clarity of business HR priorities......Page 40
2 The checklist questions......Page 45
5 The 56 checklist questions......Page 47
3 Understanding the checklist to enable dialogue and implementation......Page 89
6 Section 1: Energizing leadership to mobilize people......Page 91
Energizing leadership: what it is not......Page 92
Energize – engage – commit......Page 95
Connected leaders......Page 100
Leadership and accountability......Page 101
Speed up execution......Page 103
Dealing with increasing pressures and complexity......Page 104
Introduction......Page 107
Leadership development......Page 108
Dynamic position profiling......Page 110
Importance of talent management......Page 112
Track record and time in job......Page 113
Introduction......Page 115
Shared vision and engagement......Page 116
The role of values......Page 119
Trust and integrity......Page 121
Trust and betrayal......Page 122
Use of surveys to check the pulse......Page 123
Introduction......Page 125
A framework......Page 126
Strategy into action and aligned variable pay practices......Page 127
Compelling communication......Page 128
‘Must stops’......Page 129
Introduction......Page 131
Organization structure and strategic priorities......Page 132
Being lean and benchmarking......Page 135
Work plans and targets......Page 136
Building broader organizational capabilities......Page 137
Introduction......Page 139
Teams develop......Page 140
Successful teams add value......Page 141
International and global teams......Page 143
Track record and time in job......Page 146
Introduction......Page 149
Find a common definition......Page 151
The importance of training in building a coaching culture......Page 152
Coaching competencies and performance management......Page 154
Coaching and inspiring conversations......Page 155
Introduction......Page 159
Leadership styles and organizational climate......Page 160
Climate surveys......Page 161
Feedback cycle......Page 163
Benefits of commitment......Page 164
Sustainable commitment through corporate social responsibility......Page 165
Introduction......Page 167
Reward needs to be deserved......Page 168
Target setting and aligned (variable) pay practices......Page 170
Deliver consistent results over time and (variable) pay......Page 171
4 Future contexts and considerations for business HR......Page 173
Corporate governance......Page 175
International HR competencies required......Page 176
The growing importance of private equity......Page 177
16 Private equity and business HR: disaster or blessing?......Page 179
Differences between public and private companies......Page 180
Adding value through HR......Page 182
17 HR outsourcing......Page 183
Main drivers of outsourcing......Page 184
Managing the risks of HR outsourcing......Page 186
18 The creation of HR value in different sectors......Page 189
Chemicals......Page 190
Consumer products......Page 191
Education......Page 192
Finance......Page 194
Healthcare......Page 195
Manufacturing......Page 196
Oil and gas......Page 197
Pharmaceuticals......Page 199
The public sector......Page 200
Retail......Page 201
Technology......Page 202
Telecommunications......Page 203
Utilities......Page 204
Index......Page 207

Contents 7
1 High-performance business strategy and HR 11
1 High-performance business strategy 13
Introduction 13
‘The New Business HR Agenda’ 14
High-performance business 16
The ability to attract and retain talented people 18
2 How to use the ‘New Business HR Agenda’ checklist 21
Introduction 21
Use of the checklist 23
Identify strategic thrusts for HR 23
Key strategies for each strategic thrust 25
Use the web tool ‘The New Business HR Agenda’ 25
3 The new business HR agenda 27
What business are we in? 27
The agenda and HR strategy 30
What is new? 31
Summary 34
4 The new business HR agenda and the HR function 37
Clarity of business HR priorities 40
2 The checklist questions 45
5 The 56 checklist questions 47
3 Understanding the checklist to enable dialogue and implementation 89
6 Section 1: Energizing leadership to mobilize people 91
Introduction 92
Energizing leadership: what it is not 92
Energize – engage – commit 95
Connected leaders 100
Leadership and accountability 101
Speed up execution 103
Dealing with increasing pressures and complexity 104
7 Section 2: Build the team 107
Introduction 107
Leadership development 108
Dynamic position profiling 110
Importance of talent management 112
Track record and time in job 113
8 Section 3: Shared vision and values 115
Introduction 115
Shared vision and engagement 116
The role of values 119
Trust and integrity 121
Trust and betrayal 122
Use of surveys to check the pulse 123
9 Section 4: Strategic framework 125
Introduction 125
A framework 126
Strategy into action and aligned variable pay practices 127
Compelling communication 128
‘Must stops’ 129
10 Section 5: Aligned and lean organization 131
Introduction 131
Organization structure and strategic priorities 132
Being lean and benchmarking 135
Work plans and targets 136
Building broader organizational capabilities 137
11 Section 6: High-performing empowered teams 139
Introduction 139
Teams develop 140
Successful teams add value 141
International and global teams 143
Effective teamwork, diversity and innovation 146
Track record and time in job 146
12 Section 7: Coaching: develop yourself and others to win 149
Introduction 149
Find a common definition 151
The importance of training in building a coaching culture 152
Coaching competencies and performance management 154
Coaching and inspiring conversations 155
13 Section 8: Create a winning organizational climate 159
Introduction 159
Leadership styles and organizational climate 160
Climate surveys 161
Feedback cycle 163
Benefits of commitment 164
Sustainable commitment through corporate social responsibility 165
14 Section 9: Deliver results and reward 167
Introduction 167
Reward needs to be deserved 168
Target setting and aligned (variable) pay practices 170
Deliver consistent results over time and (variable) pay 171
4 Future contexts and considerations for business HR 173
15 Key trends for HR 175
Corporate governance 175
Teams 176
HR as contributor to the business 176
International HR competencies required 176
Productivity drive 177
HR outsourcing 177
The growing importance of private equity 177
16 Private equity and business HR: disaster or blessing? 179
How private equity works 180
Differences between public and private companies 180
Adding value through HR 182
17 HR outsourcing 183
Main drivers of outsourcing 184
Managing the risks of HR outsourcing 186
18 The creation of HR value in different sectors 189
Chemicals 190
Consumer products 191
Education 192
Finance 194
Healthcare 195
Manufacturing 196
Oil and gas 197
Pharmaceuticals 199
The public sector 200
Retail 201
Technology 202
Telecommunications 203
Utilities 204
Index 207

"High Performance Business Strategy" is designed to help senior management analyse the weak points in a business and focus HR on transforming problem areas by maximizing staff and business performance. Using as its starting point a unique online holistic checklist to identify areas of corporate weakness, the book shows you how to interpret the results and deliver HR strategies that will revolutionize performance. Depending on the results defined by the checklist, it provides a tailored programme of robust and proven management strategies for improving business performance through targeted HR. These include: building more effective teams; creating a leaner organization; coaching for improved management and team performance; creating a corporate climate fertile to organizational success; maximizing communication; and, how to share visions and values more profitably. Supported by a wealth of case studies showing how the approach has already been used to transform a number of leading businesses, this insightful book gives you the ability to take a step back, assess business weaknesses and act with pinpoint accuracy to improve performance

<p>Authors Ap Eigenhuis and Rob van Dijk see a natural alliance between the CEO and the HR executive. HR executives, they argue, must position themselves in the forefront of solving new business challenges. In High Performance Business Strategy, they show senior management — both within HR and outside of it — how to analyze the weak points in a business and focus HR on transforming the problem areas. They introduce a unique online checklist that identifies areas of corporate weakness, and they explain how to use the results to build a new HR strategy. Throughout the book and the checklist, the authors have incorporated state-of-the-art knowledge on what works in large, international organizations. This knowledge is based on their experience working with CEOs and senior executives in large, international corporations and on exclusive access to research conducted by the Hay Group.</p>

"High Performance Business Strategy is designed to help senior management analyse the weak points in their business and focus HR on transforming problem areas by maximizing staff and business performance. With a unique online checklist to identify areas of corporate weakness, it shows you how to interpret the results and deliver HR strategies that will revolutionize performance. It provides a tailored programme of proven management strategies for improving business performance through targeted HR."--Jacket

2010-02-18