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Redefining Strategic HR: How To Integrate HR with Corporate Strategy

Published by: Business Intelligence

Published: Aug. 1, 2004 - 186 Pages


Table of Contents


Author Profile




Acknowledgements




Business Intelligence




Preface




Chapter 1: What is Strategic HR?

Introduction: HR Strategy in the Front Line


Overhauling HR to embrace change

Working together to improve HR

Using line management experience effectively


Case Report: Orange



State-of-play: How We Got Here


A possible manpower crisis

Changes in strategy development and people management


Case Report: The Hong Kong Government


Making HR travel

Implementation challenges


State-of-play: Where Are We Now?


The balanced scorecard

The influence of the balanced scorecard

Human capital


The Survey: Background and Remit


The changing HR environment: focusing the HR function


The Evolving HR Environment: Improing HR Systems to Deal with Change


Case Report: Marks & Spencer


Background to the Business Intelligence Survey

The Survey: Overall Findings


1 Ensure efficient service delivery

2 Speak the language of business

3 Demonstrate the business benefits of HR

4 Create processes and practices for partnership

5 Develop business skills within HR

6 Build HR’s rcredibility as a business partner


The Status of HR Today


HR’s position and influence in the organization


The Case Studies

The New HR Director

Lessons


Case Study: The Children’s Mutual




Chapter 2: Business Drivers and the Strategic HR Response

Executive Summary

Introduction: The Impact of Business Pressures on HR Strategy



Case Report: RNOH


The Trust’s modernization strategy


Current State-of-play: The Need for Early HR Involvement


M & As: financial focus at the expense of people issues


Case Report: Abitibi-Consolidated



What the Survey Tells Us: The Importance of Sustainable and

Adaptable HR Responses to Business Drivers


Business drivers: global expansion

The resource-based view of competitive advantage


The Choice of Model for Structuring HR


Case Study: Orange Group HR




Chapter 3: Alignment with Corporate Goals

Executive Summary

Introduction: The Impact of Competitive Resourcing on HR Planning


Background


Current State-of-the art: Integrating Qualitative Input with Quantitative Feedback

What the Survey Tells Us: Credibility and Early Consultation Count Most


The quality of HR leadership


What Makes the Best HR Directors Confident About their Status?


Measuring output

Board membership

Early consultation

Executive status


Conclusion


Case Study: British Telecom

Case Study: Allied Irish Bank




Chapter 4: Developing a Strategic HR Capability

Executive Summary


Case Report: BAE Systems


Current State-of-play: Service Delivery Rather Than Strategy Alignment

What the Survey Tells Us: Personal Capability, Not Numbers, Makes the Difference


Numbers

The HR function’s structure

The size of the HR function


Skills and Personal Capabilities

Conclusion


Case Study: British Telecom

Case Study: Kelly Services




Chapter 5: Tracking Progress

Executive Summary

Introduction: Measurement As a Means of Demonstrating Value


Measurement as a means to HR confidence


Case Report: Eastern Health Service (Eire)



Current State-of-play: Criteria for Measurement

Aligning HR and corporate goals

Rank Xerox

Current State-of-play: The Balanced Scorecard and Other Performance

Measurement Frameworks


Case Report: Rockwater

Case Report: Champion International


Current State-of-play: Non-financial Measures


Innovation health

Benchmarking with qualitative measures


Measures and the HR Director’s Credibility

Conclusion

Key Lessons


Case Study: Royal National Orthopaedic Hospital




Chapter 6: Delivering Services Effectively

Executive Summary

Introduction: The Origins of Outsourcing and Shared Services Provision in Delivering HR Services


The benefits of outsourcing and shared services


Current State-of-the-art: Delivery Issues from a Strategic HR Perspective

Making the Choice Between Outsourcing and Shared Services


The right time to outsource


Keeping Control Over the Delivery

Managing the Interface Between Service Providers, Internal Clients and

Group Operations

What the Survey Tells Us: Service Priorities and Delivery Implications

The Role of e-HR and Employee Self-service


What the experts think


Conclusion


Case Study: ITNET




Chapter 7: The New HR Director

Executive Summary

Introduction: The Importance of the HR Director in Creating a

Dynamic, Enthusiastic HR Function


Kelly Services

Allied Irish Bank


The credibility of the HR director

Establishing the right team

Current State-of-play: The Qualities of the Effective HR Director


What the Survey Tells Us: Line Management Experience and Professional

Networking are Critical

1. Line Management Experience


What the experts think


Darren Cox at Kelly Services

Mike Lewis at Allied Irish Bank

David Bornor at The Children’s Mutual

Jacqueline Alexander at Novell



2. Professional and Personal Networking


Encouraging a wider view of the organization


3. A General Management Education

What the Survey Tells Us: Should HR Directors Rely on Qualifications?


Qualifications vs experience

Age, gender and the public sector factor

Equal opportunities


Conclusion: Having the Personal Confidence to Make a Difference


Case Study: Phil Porter


Is HR a Profession or a Management Discipline? Can it be Both?


The responsibilities associated with professional status




Chapter 8: Executive Summary - Achieving HR’s Strategic Potential

Two Major Constraints to Strategic Partnership

Seven Milestones to Achieving HR Enfranchisement


1. Strategic control of HR service delivery

2. Credibility among business units

3. Alignment with key organizational goals

4. Devloping strategic HR capability

5. Targets measured against key organizational goals

6. Demonstration of strategic HR effectiveness

7. Early consultation in strategy development


Conclusion: Is HR a Profession or a Strategic Management Function?




References




Appendix: The Survey Results

Abstract

Redefining Strategic HR, a new management report from Business Intelligence, is the definitive guide to transforming the strategic role of HR in your organization.

For the first time, this new management report tells you how HR can take the initiative and become a full strategic partner in the business. Based on research among over 200 HR directors, plus exclusive advice from leading business and HR experts, this essential resource provides a structured guide to improving the value of HR to the business.Using cutting-edge thinking from HR experts, and practical examples from leading organizations, Redefining Strategic HR will reveal how you can:
  • Assess the people implications of current and upcoming corporate goals and strategies, and diagnose the HR function’s present capacity to support these - and identify the gaps
  • Identify new performance goals and the means to measure and evaluate them
  • Design and support new service delivery strategies
  • Discover the critical success factors for maximum business impact
  • Tap into the knowledge and experience of leading organizations through best practice case study examples
  • Translate the advice and guidance from leading experts into tangible actions that will enhance HR delivery in your organization.Exclusively commissioned for inclusion in this report, a survey of over 200 HR Directors has been conducted. Forming an essential part of the report, the findings reveal what capabilities both senior HR practitioners and the HR function require to fulfil their strategic remit. Redefining Strategic HR is your definitive guide to transforming the strategic role of HR in your organization.
With this ground-breaking report at your fingertips you’ll discover how you can:
  • Earn the right to become a partner in the organization’s strategy-creation process
  • Make HR central to managing rapid and radical business change
  • Identify opportunities for improving the delivery of HR services
  • Measure - and demonstrate - the contribution of HR to the achievement of business goals
  • Develop the right blend of business know-how and HR capabilities within the HR department
  • Create an HR strategy aligned with business goals.
Redefining Strategic HR profiles the characteristics of effective strategic HR Directors and reveals the experience, qualities and skills required to help the HR leader transform the HR function. Find out answers to key questions such as:
  • Is it essential for the head of HR to be a member of the board to influence strategy?
  • What kind of background and training equips an HR director to play a strategic role in the business?
  • How important is it for an HR director to have line experience?
  • How can the HR director gain the confidence of line managers?


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