Business Driven HRM: A Best Practice Blueprint

Human Resource Management (HRM) plays a critical role in the strategic processes of an organisation. All too often though, the strategic plans of a company fall down because insufficient attention has been given to the implementation phase, of which HR policies are a critical part. Strategy is all very well, but forget the human side of the business, and your plans are destined for failure.
The approach of this book is to make HRM practices successful by becoming business–driven concerns. The real trick lies in making this concept practically applicable. The author makes use of case studies illustrating good and bad HRM practices, step–by–step approaches and checklists to ensure that organisations can successfully adopt business–driven HRM. A few common myths are also exploded along the way (see introduction).
This book will help HRM be transformed into a major force in organisational success. It should be read not just by HR professionals, but also senior executives and company leaders, as well as consultants, trainers and business advisers.

Spis treści:
Series Foreword by (Digby Jones).
About the Author.
Introduction.
Pressures for Change.
Strategic Management—The HR Element.
A Model for Business Driven HR Management.
Some Examples from Experience.
What the Research Tells Us.
HRM and Added Value—A Health Check.
A Strategic Approach to Competencies.
Management Development.
Strategy and Other HR Activity Areas.
The Numbers Game—Planning HR Needs.
Managing Organisational Change.
References.
Further Reading.
Index.

Okładka tylna:
Human Resource Management (HRM) plays a critical role in the strategic processes of an organisation. All too often though, the strategic plans of a company fall down because insufficient attention has been given to the implementation phase, of which HR policies are a critical part. Strategy is all v ery well, but forget the human side of the business, and your plans are destined for failure.
The approach of this book is to make HRM practices successful by becoming business–driven concerns. The real trick lies in making this concept practically applicable. The author makes use of case studies illustrating good and bad HRM practices, step–by–step approaches and checklists to ensure that organisations can successfully adopt business–driven HRM. A few common myths are also exploded along the way (see introduction).
This book will help HRM be transformed into a major force in organisational success. It should be read not just by HR professionals, but also senior executives and company leaders, as well as consultants, trainers and business advisers.