Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance
Lýsing:
This book integrates information from a wide range of scientific studies investigating workforce productivity and present it in a framework that non-academically oriented professionals will find engaging, insightful, and effective for improving their ability to maximize the performance of employees. It explains scientific research findings related to three basic topics critical for maximizing workforce productivity: Job performance.
The book explains the fundamental components that drive job performance. It discusses how the three basic elements of a job (objectives, competencies, and requirements) interact with the three fundamental attributes of employees (experience, attributes, and goals) to influence employee productivity and engagement. It provides a clear and concise description of the elements that need to be considered when designing jobs, hiring employees into these jobs, and managing their performance after they are hired.
Employee productivity. The book discusses widely accepted research findings related to employee productivity that are often ignored or overlooked by managers and companies. These research findings are presented in the form of twelve fundamental principles for maximizing employee engagement and retention. Talent management methods. The book describes key decisions and processes that make or break a companys efforts to maximize workforce productivity.
This includes designing jobs that balance the companys business needs and employees career goals, ensuring that people hired into different jobs will be successful, maximizing performance of employees after they have been hired, and developing employees over time to ensure the company has a steady supply of highly engaged talent to support organizational growth. Techniques are provided for creating sustainable, efficient talent management methods that reflect and reinforce fundamental concepts associated with maximizing employee productivity and engagement.
In addition to these three core topic areas, the book also contains a variety of short vignettes called reality checks and practice guides. Reality checks highlight common misconceptions held by managers and employees about human behavior. For example, the myth that people can be effective at multi-tasking or the widespread belief that the values and abilities of employees from one generation are fundamentally different from those of another generation.
Annað
- Höfundur: Steven T. Hunt
- Útgáfa:1
- Útgáfudagur: 2014-01-22
- Engar takmarkanir á útprentun
- Engar takmarkanir afritun
- Format:Page Fidelity
- ISBN 13: 9781118220238
- Print ISBN: 9780470442418
- ISBN 10: 1118220234
Efnisyfirlit
- Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance
- Copyright
- Contents
- Tables, Figures, and Discussions
- Preface
- Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award
- 1.1 How This Book Is Structured
- 1.2 The Role of HR Technology in Strategic HR
- 1.3 Why This Book Matters
- Notes
- Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult
- 2.1 The Fundamental Processes of Strategic HR
- 2.2 Why Do We Need Strategic HR Departments?
- 2.3 What Makes Strategic HR Difficult
- 2.4 Conclusion
- Notes
- Chapter 3: Business Execution and Strategic HR
- 3.1 Defining Business Execution
- 3.2 Assessing Business Execution Needs
- 3.3 Using Strategic HR Processes to Support Business Execution
- 3.4 Linking Specific Business Execution Drivers to Different HR Processes
- 3.5 Increasing Strategic HR Process Maturity
- 3.5.1 Right People Maturity Levels
- 3.5.2 Right Things Maturity Levels
- 3.5.3 Right Way Maturity Levels
- 3.5.4 Right Development
- 3.6 Integrating Strategic HR Processes
- 3.7 Conclusion
- Notes
- Chapter 4: Right People: Designing Recruiting and Staffing Processes
- 4.1 Recruiting to Support Business Execution
- 4.1.1 Quality of Hiring Decisions
- 4.1.2 Quality of Sourcing
- 4.1.3 Relationships and Networking
- 4.1.4 Hiring Manager Involvement
- 4.1.5 Integrated Talent Management
- 4.2 Critical Recruiting Design Questions
- 4.2.1 What Types of Jobs Are We Hiring For?
- 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?
- 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Be
- 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Proc
- 4.2.5 How Will We Source Candidates?
- 4.2.6 How Will We Select Candidates?
- 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?
- 4.2.8 How Will We Retain Employees after They Are Hired?
- 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?
- 4.3 Recruiting Process Maturity
- 4.4 Conclusion
- Notes
- 4.1 Recruiting to Support Business Execution
- Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization
- 5.1 What It Means to Be a “Goal-Driven” Organization
- 5.2 The Role of Goals in an Integrated Strategic HR System
- 5.3 Goal Management Critical Design Questions
- 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?
- 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goa
- 5.3.3 What Methods Are Used to Align Employees’ Goals with Company Business Strategies?
- 5.3.4 How Is Employee Goal Accomplishment Measured?
- 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recogni
- 5.3.6 How Are Goals Used to Support Employee Development and Career Growth?
- 5.3.7 How Does the Organization Coordinate Goals across Different Employees to Foster Communication
- 5.3.8 How Are Goals Used to Guide Business Execution on an Ongoing Basis?
- 5.4 Goal Management Process Maturity
- 5.5 Conclusion
- Notes
- Chapter 6: Doing Things the Right Way: Using Performance Management to Increase Business Execution
- 6.1 Why Is Performance Management So Difficult?
- 6.2 Why Do We Need Performance Management?
- 6.3 Balancing the Conflicting Goals of Performance Management
- 6.4 Critical Performance Management Design Questions
- 6.4.1 What Are the Primary Objectives of Your Performance Management Process?
- 6.4.2 How Do You Define Effective Performance?
- 6.4.3 How Will You Structure Your Performance Management Cycle? When Will You Evaluate Performance?
- 6.4.4 How Will You Evaluate Performance?
- 6.4.5 How Will You Calibrate Performance Evaluations?
- 6.4.6 How Are Data from Performance Evaluations Used? What Is the Relationship among Performance Eva
- 6.4.7 What Training and Incentives Do Managers and Employees Need to Effectively Use Performance Man
- 6.5 Increasing Performance Management Process Maturity
- 6.6 Conclusion
- Notes
- Chapter 7: Creating the Right Development Experiences
- 7.1 The Basic Components of a Development Process
- 7.2 The Six Primary Development Methods
- 7.3 Approaching Development Programs from an Integrated Perspective
- 7.3.1 All Development Methods Should Leverage Other Development Methods
- 7.3.2 All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives
- 7.3.3 Development Is Most Effective When It Is Built Directly into Business Operations
- 7.3.4 Integrated Development as a Way of Thinking
- 7.4 Critical Development Design Questions
- 7.4.1 What Talent Requirements Are You Addressing?
- 7.4.2 What Positions or People Do You Need to Develop?
- 7.4.3 What Employee Attributes Do You Need to Develop in Order to Achieve Your Learning Objectives?
- 7.4.4 How Will You Build and Maintain Development Methods?
- 7.4.5 How Will You Administer and Support Development Methods?
- 7.4.6 How Will You Measure the Impact of Development Programs?
- 7.4.7 How Will You Create an Environment That Supports Use of Development Methods?
- 7.5 Increasing Development Process Maturity
- 7.6 Conclusion
- Notes
- Chapter 8: Creating an Integrated HR Strategy
- 8.1 Identifying the Change You Want to Create
- 8.2 Defining What the Change Will Look Like
- 8.3 Defining How You Will Create and Measure the Change
- 8.4 Operationalizing the Change
- 8.5 Conclusion
- Chapter 9: Strategic HR Process Deployment and Adoption
- 9.1 Establishing HR Leadership Credibility
- 9.2 Defining the Change and Change Requirements
- 9.3 Providing Tools and Training to Support the Change
- 9.3.1 How Technology Enables Change
- 9.3.2 Branding HR Processes
- 9.4 Enlisting Line Leadership to Drive the Change
- 9.5 Conclusion
- Chapter 10: Improving the World through Strategic HR
- 10.1 Next Steps
- 10.2 Parting Thoughts
- Acknowledgments
- Appendix A: A Comprehensive Library of Behavioral Competencies
- Definitions of Competencies and Related Questions
- Guide for Conducting a Structured Interview
- Appendix B: Building a Robust Succession Management Process
- Succession Management Maturity Paths
- Starting from Nothing with Nothing
- A Few Standard Tools
- Rounding Out the Talent Function
- In Summary
- Succession Management Maturity Paths
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