Efnisyfirlit

• Front Matter
  • Dedication
  • PREFACE
• chapter ONE Why Read This Book?: The Good, the Great, and the Stupidus Maximus Award
  • STRATEGIC HR LEADERSHIP: WHAT IT DOES AND DOES NOT LOOK LIKE
  • THE PROBLEM WITH HR CASE STUDIES
  • 1.1 HOW THIS BOOK IS STRUCTURED
  • 1.2 THE ROLE OF HR TECHNOLOGY IN STRATEGIC HR
    • HOW TECHNOLOGY IS TRANSFORMING HR: THE DEATH OF THE PAPER BINDER
  • 1.3 WHY THIS BOOK MATTERS
  • NOTES
• chapter TWO Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult
  • 2.1 THE FUNDAMENTAL PROCESSES OF STRATEGIC HR
    • Figure 2.1 How Fundamental Strategic HR Processes Influence Components of Job Performance and Examples of HR Methods Associated with Each Process
  • 2.2 WHY DO WE NEED STRATEGIC HR DEPARTMENTS?
  • 2.3 WHAT MAKES STRATEGIC HR DIFFICULT
    • WHY PAYING EMPLOYEES TO BE SAFE CAN BE UNHEALTHY
  • 2.4 CONCLUSION
  • NOTES
• chapter THREE Business Execution and Strategic HR
  • 3.1 DEFINING BUSINESS EXECUTION
    • TECHNOLOGY AND THE EVOLUTION OF STRATEGIC HR
  • 3.2 ASSESSING BUSINESS EXECUTION NEEDS
    • Figure 3.1 Business Execution Capability
    • SIX QUESTIONS FOR ASSESSING BUSINESS EXECUTION CAPABILITY
  • 3.3 USING STRATEGIC HR PROCESSES TO SUPPORT BUSINESS EXECUTION
  • 3.4 LINKING SPECIFIC BUSINESS EXECUTION DRIVERS TO DIFFERENT HR PROCESSES
    • Figure 3.2 Relationship of Strategic HR Processes to Business Execution Drivers
  • 3.5 INCREASING STRATEGIC HR PROCESS MATURITY
    • 3.5.1 Right People Maturity Levels
      • Figure 3.3 Levels of Strategic HR Process Maturity
    • 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
    • Figure 3.4 Integrated Talent Management
    • Figure 3.5 Integrated Talent Management Example: Right Development and Right People
    • HRIS PLATFORMS AND WORKFORCE ANALYTIC APPLICATIONS: THE GAS AND OIL OF INTEGRATED STRATEGIC HR TECHNOLOGY
      • Figure 3.6 The Relationship of Strategic HR Technology, Workforce Analytics Technology, and HRIS Technology Platforms
    • PAY AND PROMOTIONS: THE ULTIMATE EXPRESSION OF COMPANY VALUES
  • 3.7 CONCLUSION
  • NOTES
• chapter FOUR Right People: Designing Recruiting and Staffing Processes
  • 4.1 RECRUITING TO SUPPORT BUSINESS EXECUTION
    • FROM PROCESSING CANDIDATES TO HIRING PERFORMERS: THE CHANGING ROLE OF RECRUITING
    • 4.1.1 Quality of Hiring Decisions
      • GETTING HIRING MANAGERS TO TAKE RECRUITING SERIOUSLY
    • 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?
      • Table 4.1 Job Categories and Related Recruiting Processes
    • 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?
      • THE DIFFERENCES AMONG TIME-TO-HIRE, TIME-TO-FILL, AND TIME-TO-START, AND WHY THIS MATTERS
    • 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employees?
      • NO ONE IS GOOD AT EVERYTHING
      • A SIMPLE JOB ANALYSIS TECHNIQUE
    • 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?
      • Table 4.2 Recruiting Roles
    • 4.2.5 How Will We Source Candidates?
      • Table 4.3 Sourcing Methods
      • GENERATIONAL DIFFERENCES AND RECRUITING: SAYING THE SAME THINGS DIFFERENTLY
    • 4.2.6 How Will We Select Candidates?
      • Table 4.4 Types of Staffing Assessment Tools
    • 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?
      • Table 4.5 Staffing Metrics
  • 4.3 RECRUITING PROCESS MATURITY
    • Figure 4.1 Recruiting Process Maturity Levels
  • 4.4 CONCLUSION
  • NOTES
• chapter FIVE Doing the Right Things: Becoming a Goal-Driven Organization
  • GOAL-SETTING THEORY AND RESEARCH: A THREE-HUNDRED-WORD SUMMARY OF MORE THAN ONE THOUSAND EMPIRICAL RESEARCH ARTICLES
  • 5.1 WHAT IT MEANS TO BE A “GOAL-DRIVEN” ORGANIZATION
    • GOAL-DRIVEN CULTURES AND EMPLOYEE ENGAGEMENT
  • 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?
      • Creating a Well-Defined Goal Plan
        • Figure 5.1 Example of Contents from a Goal Library
        • Table 5.1 Some Simple Goal-Setting Guidelines
        • MAKING A GOAL PLAN SMART
        • COMMITMENT, OUTCOME, DELIVERABLE (COD) GOAL METHODOLOGY
          • Commitment: What I'm Doing
          • Outcomes: Why I'm Doing It
          • Deliverables: How I Will Do It
    • 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?
      • Participative Goal Setting
      • Managing Goal Difficulty
      • Addressing Goal-Setting Anxiety
        • Improving Strategic Communication
        • Fairly Evaluating Performance
        • Managing Workloads
        • Providing Credit for Contributions
        • Balance the Use of Goals as a Tool for Communication versus Evaluation
    • 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?
      • Goal Categories
      • Predefined Goal Plans
      • Cascading Goals
        • Figure 5.2 Goal-Cascading Example
        • Figure 5.3 Goal Cascading Using the Commitments, Outcomes, Deliverables Methodology
    • 5.3.4 How Is Employee Goal Accomplishment Measured?
    • 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition?
      • DIFFERENT TYPES OF GOALS FOR DIFFERENT TYPES OF ROLES—WE DON'T ALL WANT THE SAME THING
    • 5.3.6 How Are Goals Used to Support Employee Development and Career Growth?
      • Figure 5.4 Plotting Goals from a Development Perspective
    • 5.3.7 How Does the Organization Coordinate Goals across Different Employees to Foster Communication and Collaboration?
      • Increasing Goal Visibility
      • Sharing and Linking Goals
      • Creating Common Interest Groups and Communities
    • 5.3.8 How Are Goals Used to Guide Business Execution on an Ongoing Basis?
      • Focus on Goal Accomplishment Instead of Employee Performance
      • Establish Goal-Based Operation Reviews
      • Regularly Update Goals
      • Link Goals to Other Business Metrics
  • 5.4 GOAL MANAGEMENT PROCESS MATURITY
    • Figure 5.5 Levels of Goal Management Maturity
  • 5.5 CONCLUSION
  • NOTES
• chapter SIX Doing Things the Right Way: Using Performance Management to Increase Business Execution
  • 6.1 WHY IS PERFORMANCE MANAGEMENT SO DIFFICULT?
    • WHY CLAIMS TO ABOLISH PERFORMANCE EVALUATIONS ARE WRONG AND DANGEROUS
  • 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?
      • EVALUATING PERFORMANCE FOR CLASSIFICATION VERSUS DEVELOPMENT
        • Figure 6.1 The Two Sides of Performance Management
      • Table 6.1 Performance Management Process Objectives, Elements, and Trade-Offs
    • 6.4.2 How Do You Define Effective Performance?
      • Defining Performance Based on Goals, Competencies, and Skills
        • THE IMPORTANCE OF CLEAR PERFORMANCE DEFINITIONS: COMPARING COMPETENCIES AND SKILLS
          • Table 6.2 Comparing Skills and Competencies
        • THE ROLE OF COMPETENCIES IN PERFORMANCE MANAGEMENT
      • Building Competency Models
        • Figure 6.2 What a Well-Defined Competency Looks Like
        • Figure 6.3 Mix-and-Match Competency Modeling Approach
        • Figure 6.4 Increasing Scope of Responsibility Competency Modeling Approach
        • THE DEVIL IS OFTEN IN THE DETAILS IN BUILDING COMPETENCY MODELS
    • 6.4.3 How Will You Structure Your Performance Management Cycle? When Will You Evaluate Performance?
      • Figure 6.5 The Performance Management Cycle
      • Managing Business Operations
      • Managing Employee Effectiveness
      • Managing Workforce Resources
      • Linking Business Operations, Employee Effectiveness, and Workforce Management
      • Additional Guidelines for Structuring the Performance Management Cycle
        • Goal Feedback Should Be More Frequent Than Performance Feedback
        • Performance Coaching Should Occur throughout the Year
        • Avoid Tying Performance Reviews to Employment Anniversary Dates
        • Separate Performance Reviews into Descriptive Assessment and Normative Evaluation
        • Keep Compensation and Staffing Decisions Distinct from Performance Evaluation
        • Keep Performance Appraisal Feedback Separate from Communication of Compensation Decisions
    • 6.4.4 How Will You Evaluate Performance?
      • Designing Rating Scales
        • Use a Five-Point or Seven-Point Rating Scale
        • Provide Descriptive Labels to Guide How Ratings Are Assigned
          • Table 6.3 Examples of Descriptive Rating Labels
        • Base Ratings on Well-Defined Performance Criteria
        • Avoid Overly Complicated Performance Weights
          • WHY AUTOMATICALLY CALCULATING OVERALL PERFORMANCE RATINGS IS A BAD IDEA
      • Designing the Performance Evaluation Process
        • USING SOCIAL TECHNOLOGY AND CROWDSOURCING APPLICATIONS TO EVALUATE EMPLOYEE PERFORMANCE
        • Figure 6.6 What Goes into a Performance Evaluation
      • Performance Evaluation Process Steps
        • Figure 6.7 Performance Evaluation Steps
        • A. Integrate Objective Data
        • B. Employee Self-Assessment
        • C. Coworker and Customer Input
          • EVALUATING MANAGER PERFORMANCE: WHEN 120 IS WORTH MORE THAN 360
        • D. Manager's Initial Assessment
        • E. Manager and Employee Review
        • F. Manager's Overall Assessment
        • G. Manager's Manager Review
        • H. Process Administrator Review
        • I. Talent Review and Calibration Sessions
        • J. Final Assessment
        • K. Providing Employee Feedback
        • L. Communicating Pay and Staffing Decisions
        • M. Performance Improvement Plan (If Needed)
    • 6.4.5 How Will You Calibrate Performance Evaluations?
      • WHY MANAGERS STRUGGLE TO DIFFERENTIATE BETWEEN HIGH AND LOW PERFORMERS AND HOW TO HELP
      • Implementing Calibration Methods
        • Clearly Defined Performance Definitions
        • Rating Distribution Guidelines
          • Percentage of Employees Expected to Be Placed in Different Performance Categories
          • THE TRUTH ABOUT FORCED RANKING AND FORCED DISTRIBUTIONS
        • Rating Reviews
        • Talent Review Sessions
    • 6.4.6 How Are Data from Performance Evaluations Used? What Is the Relationship among Performance Evaluations, Pay, Promotions, Development, and Workforce Management?
      • Compensation Decisions
        • DO WE REALLY WANT PAY FOR PERFORMANCE?
        • Figure 6.8 Typical Link between Compensation Methods and Performance Criteria
      • Staffing Decisions
      • Development Decisions
      • Workforce Management Decisions
    • 6.4.7 What Training and Incentives Do Managers and Employees Need to Effectively Use Performance Management Processes?
      • WHY SOME HR PEOPLE FEAR RIGOROUS PERFORMANCE MANAGEMENT
      • Table 6.4 Changes Affecting Manager and Employee Adoption of Performance Management
      • Managers' Use of Performance Management
        • THE COACH METHOD FOR INCREASING EMPLOYEE PERFORMANCE
      • Employees' Use of Performance Management
  • 6.5 INCREASING PERFORMANCE MANAGEMENT PROCESS MATURITY
    • Figure 6.9 Performance Management Process Maturity Levels
  • 6.6 CONCLUSION
  • NOTES
• chapter SEVEN Creating the Right Development Experiences
  • Figure 7.1 How Development Works
  • THE 360 SURVEY FAD: A LESSON IN MISGUIDED DEVELOPMENT
  • 7.1 THE BASIC COMPONENTS OF A DEVELOPMENT PROCESS
    • Table 7.1 Common Development Methods
  • 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
      • Figure 7.2 Relationships between Developmental Methods
    • 7.3.2 All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives
      • Table 7.2 Mapping Roles, Relationships, and Resources to Six Common Development Methods*
    • 7.3.3 Development Is Most Effective When It Is Built Directly into Business Operations
      • WHY DEVELOPMENT HAS NO INHERENT BUSINESS VALUE AND WHAT TO DO ABOUT IT
    • 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?
      • Table 7.3 Talent Requirements Addressed by Development Processes
      • MAKING A CASE FOR DEVELOPMENT
    • 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?
      • ASSESSING AND DEVELOPING POTENTIAL
      • Table 7.4 Development Methods That Are Most Effective for Influencing Different Types of Attributes
    • 7.4.4 How Will You Build and Maintain Development Methods?
      • ALIGNING NEW IDEAS TO FAMILIAR CONCEPTS: WHY WORDS MATTER
      • USER-GENERATED LEARNING CONTENT: WHERE THE FUTURE MEETS THE PAST
    • 7.4.5 How Will You Administer and Support Development Methods?
      • Table 7.5 Integration Features to Consider When Evaluating Development Technology
    • 7.4.6 How Will You Measure the Impact of Development Programs?
      • WHY DEVELOPMENT IS LIKE ROUTINE MAINTENANCE
      • Table 7.6 Examples of Development Metrics
    • 7.4.7 How Will You Create an Environment That Supports Use of Development Methods?
      • SOME COMPANIES PUNISH PEOPLE FOR DEVELOPMENT: IS YOURS ONE OF THEM?
      • TALENT POACHING: A CONCEPT THAT SHOULDN'T EXIST
  • 7.5 INCREASING DEVELOPMENT PROCESS MATURITY
    • Figure 7.3 Development Process Maturity
    • STAFFING AND DEVELOPMENT: TWO SIDES OF THE SAME COIN
  • 7.6 CONCLUSION
  • NOTES
• chapter EIGHT Creating an Integrated HR Strategy
  • 8.1 IDENTIFYING THE CHANGE YOU WANT TO CREATE
    • Table 8.1 Talent Process Maturity Grid for Determining the Actions Most Critical to Supporting Your Company's Business Execution Needs
    • WHY MOST STRATEGIC HR INITIATIVES TAKE THREE YEARS TO REACH FULL EFFECTIVENESS
  • 8.2 DEFINING WHAT THE CHANGE WILL LOOK LIKE
    • DISTINGUISHING BETWEEN PROCESS AUTOMATION AND BUSINESS TRANSFORMATION
    • Table 8.2 Process Automation versus Business Transformation
    • Table 8.3 Examples of Transformation Events Associated with HR Processes
  • 8.3 DEFINING HOW YOU WILL CREATE AND MEASURE THE CHANGE
    • Table 8.4 Metrics of Strategic HR Process Impact
  • 8.4 OPERATIONALIZING THE CHANGE
    • DEVELOPING OUR OWN: HOW ONE COMPANY CREATED A VIRTUOUS CYCLE OF STRATEGIC HR
  • 8.5 CONCLUSION
• chapter NINE Strategic HR Process Deployment and Adoption
  • 9.1 ESTABLISHING HR LEADERSHIP CREDIBILITY
    • PROBLEMS WITH USING RETURN ON INVESTMENT TO JUSTIFY HR
  • 9.2 DEFINING THE CHANGE AND CHANGE REQUIREMENTS
    • Figure 9.1 HR Process Stakeholders
  • 9.3 PROVIDING TOOLS AND TRAINING TO SUPPORT THE CHANGE
    • 9.3.1 How Technology Enables Change
      • Functionality
        • Figure 9.2 Technology for Competency-Based Performance Assessment and Coaching Feedback
        • Figure 9.3 Example of a Technology Design for Strategic HR
      • Usability
        • Figure 9.4 Example of a Technology Design for Strategic HR: Performance Evaluation Competencies
      • Accessibility
        • VIRTUAL WORKFORCES + MOBILE HR TECHNOLOGY = BETTER WORKFORCE MANAGEMENT
      • Transparency
    • 9.3.2 Branding HR Processes
  • 9.4 ENLISTING LINE LEADERSHIP TO DRIVE THE CHANGE
    • Figure 9.5 Types of Leadership Support for Change
  • 9.5 CONCLUSION
• chapter TEN Improving the World through Strategic HR
  • 10.1 NEXT STEPS
  • 10.2 PARTING THOUGHTS
• Back Matter
  • ACKNOWLEDGMENTS
  • APPENDIX A: A COMPREHENSIVE LIBRARY OF BEHAVIORAL COMPETENCIES
    • DEFINITIONS OF COMPETENCIES AND RELATED QUESTIONS
      • Table A.1 Categories of Competencies Reflecting Job Performance
    • GUIDE FOR CONDUCTING A STRUCTURED INTERVIEW
      • Preparing for the Interview
      • Building Rapport with the Candidate
      • Asking Interview Questions
      • Closing the Interview
      • Legal Dos and Don'ts
      • Rating Candidates
  • APPENDIX B: BUILDING A ROBUST SUCCESSION MANAGEMENT PROCESS
    • Table B.1 Succession Management Process Components
    • SUCCESSION MANAGEMENT MATURITY PATHS
      • Starting from Nothing with Nothing
      • A Few Standard Tools
    • ROUNDING OUT THE TALENT FUNCTION
      • In Summary
        • Table B.2 Three Succession Management Scenarios
  • GLOSSARY OF COMMON STRATEGIC HUMAN RESOURCE TERMS
  • ABOUT THE AUTHOR
  • INDEX

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