Leading HR by Sparrow, Martin Hird Paul -- Read -- Imperial Library of Trantor

Index

Leading HR

Contents List of Figures and Tables About the Authors Acknowledgments Notes on Contributors CHAPTER 1 Introduction: Performance-Led HR

1.1. Introduction 1.2. Strategic competence in turbulent times 1.3. Deciphering the language of strategy 1.4. Getting the measure of business models 1.5. Engaging the boardroom 1.6. Thinking more broadly about value 1.7. Structure of the book NOTES

CHAPTER 2 HR Structures: Are They Working?

2.1. Introduction 2.2. A brief history of ideas 2.3. HR structures: Finding the devil in the detail 2.4. The three flaws of implementation 2.5. The issues created for HR 2.6. Conclusions NOTES

CHAPTER 3 Nestlé: Reflections on the HR Structure Debate

3.1. Introduction 3.2. Early experiences of HR structure change 3.3. British Aerospace Group involvement 3.4. New experiences at Nestlé Confectionery UK 3.5. The Nestlé global HR experience 3.6. The HR structure debate by 2009: Acting locally 3.7. Reflections on the HR structuring process

3.7.1. The 3-Box model and its implementation in global businesses 3.7.2. The origins of 3-Box HR structures 3.7.3. The optimum model 3.7.4. Issues of power and mindset

3.8. Conclusion NOTES

CHAPTER 4 Using Business Model Change to tie HR into Strategy: Reversing the Arrow

4.1. Introduction 4.2. Incremental changes in business model change 4.3. Externally driven business model change: The changing Rules of the game 4.4. Internally driven business model change – Changing the rules of the game 4.5. Continuous business model change – persistent fluidity 4.6. Managing strategic reciprocity 4.7. Deconstructing the HR transformation 4.8. Key HR activities and capabilities NOTES

CHAPTER 5 NG Bailey: Constructing Business Model Change

5.1. Introduction 5.2. The construction industry: Changing traditions 5.3. NG Bailey’s historical strategy and culture 5.4. Transformation of the Industry, and NG Bailey’s strategy: “For life in buildings” 5.5. NG Bailey’s business model 5.6. The change process in NG Bailey 5.7. HR added value to business model change: “Value from values” 5.8. HR department restructuring 5.9. Implementing change: The HR element 5.10. Engagement and climate change 5.11. Summary: HR contribution to business model change NOTES

CHAPTER 6 Using Relationships Between Leaders to Leverage More Value from People: Building a Golden Triangle

6.1. Introduction 6.2. Who leads people strategy? 6.3. Human remains 6.4. Introducing executive strategic agency 6.5. Introducing the Golden Triangle 6.6. Operationalizing the Golden Triangle

6.6.1. Executive cadre recognition 6.6.2. Strategy 6.6.3. Operations 6.6.4. Performance

6.7. Evidence for the existence of golden triangles 6.8. Golden Triangle influencers

6.8.1. Structural pluses 6.8.2. Structural minuses 6.8.3. Relational pluses 6.8.4. Relational minuses

6.9. Conclusion NOTES

CHAPTER 7 BAE: Using Senior Management Assessment as Part of a Talent Strategy

7.1. Introduction 7.2. Background to the BAE SYSTEMS talent process 7.3. The client perspective 7.4. The consultant perspective 7.5. Conclusions NOTES

CHAPTER 8 Integrated Organization Design: The New Strategic Priority for HR Directors

8.1. Introduction 8.2. Getting into the right frame of mind 8.3. Where have we come from? The ODS tradition 8.4. Understanding ODS capability 8.5. Bringing the different ODS perspectives together 8.6. Key messages from the ODS literature 8.7. Three levels of design capability 8.8. HR’s role in linking ODS to business model change 8.9. Conclusions NOTES

CHAPTER 9 Understanding the Value of Engagement: Building Belief in Performance

9.1. Introduction: Why is employee engagement seen as important by organizations? 9.2. Engagement in the practitioner perspective 9.3. What is engagement? The academic perspective 9.4. Can we model engagement? 9.5. The consequences of engagement: Intermediate performance effects 9.6. Understanding organizational performance recipes 9.7. Conclusion NOTES

CHAPTER 10 Cooperative Financial Services: Linking Ethics, Engagement, and Employer Branding to Business Model Change

10.1. Introduction 10.2. CFS: Background 10.3. Business model change at CFS 10.4. Ethics, engagement, and branding at CFS 10.5. Making CFS receptive to change 10.6. Signaling the capability transformation needed 10.7. Embedding cultural change through leadership behavior and employer branding 10.8. Linking leadership and employer branding with business model change 10.9. Changes to the HR structure at CFS 10.10. The payoff: CFS performance in 2008 10.11. Key messages for HR directors 10.12. Conclusion: Getting engagement right NOTES

CHAPTER 11 McDonald’s UK: From Corporate Reputation to Trust-Based HR

11.1. Introduction: Strategic context for McDonald’s UK 11.2. Initial resolve and purpose: Tackling employer reputation 2006–2008 11.3. Fundamental principles behind the HR trust strategy 11.4. What did McDonald’s do? 11.5. Reflections on the journey toward trust-based HR 11.6. Conclusion NOTES

CHAPTER 12 Vodafone: Creating an HR Architecture for Sustainable Engagement

12.12.1. Employee segments 12.12.2. Flexibility of plans 12.12.3. Business engagement is a necessary precursor for successful change 12.12.4. The role of leadership NOTES

CHAPTER 13 The Future Scenario for Leading HR

13.1. Introduction 13.2. The death of HR? 13.3. Whither labor markets? 13.4. Whither trust and its impact on labor market behavior? 13.5. Whither the economics of HR service delivery? 13.6. Whither HR functional reputation? 13.7. Conclusions

NOTES

Index