Leadership–Driven HR

Acknowledgments xiii
<p>Preface xvii</p>
<p>About the Author: Dr. David S. Weiss xxvii</p>
<p>PART ONE: TRANSFORMING HR 1</p>
<p>CHAPTER ONE: BEING LEADERSHIP–DRIVEN 3</p>
<p>HR as a Driver of Business Leadership 5</p>
<p>HR Drives Value Through Leaders 8</p>
<p>HR is Driven to Lead 15</p>
<p>Conclusion 19</p>
<p>Summary 20</p>
<p>CHAPTER TWO: LINE OF SIGHT TO THE EXTERNAL CUSTOMER 21</p>
<p>Stage 1: From Control to Service Providers 22</p>
<p>Stage 2: From Service Providers to Partnerships 24</p>
<p>Clear Line of Sight to the External Customer 25</p>
<p>Implications for HR s Internal Relationships 27</p>
<p>Conclusion 31</p>
<p>Summary 32</p>
<p>CHAPTER THREE: LIGHTEN UP TO DELIVER PRIORITIES 33</p>
<p>Lighten Up to Rebalance Work 34</p>
<p>Leadership and the Need to Lighten Up 34</p>
<p>Lighten Up by Removing the Noise from the System 37</p>
<p>The 4Ds: Delete, Delay, Distribute, Diminish 40</p>
<p>Conclusion 48</p>
<p>Summary 49</p>
<p>PART TWO: THE WORK OF HR 51</p>
<p>CHAPTER FOUR: THE HR TRIANGLE CHART 53</p>
<p>People Capabilities, Organizational Capabilities, and HR Value Propositions 55</p>
<p>Apply the Lighten–Up Process to the HR Triangle Chart 57</p>
<p>Conclusion 59</p>
<p>Summary 60</p>
<p>CHAPTER FIVE: PEOPLE CAPABILITIES 61</p>
<p>The Find People Capability 62</p>
<p>The Develop People Capability 68</p>
<p>The Retain People Capability 82</p>
<p>Conclusion 88</p>
<p>Summary 89</p>
<p>CHAPTER SIX: ORGANIZATIONAL CAPABILITIES 91</p>
<p>Cultural Transformation and Implementing Change 92</p>
<p>Restructuring and Design 93</p>
<p>Organizational Alignment 99</p>
<p>Return on Investment in Human Capital 108</p>
<p>Conclusion 119</p>
<p>Summary 120</p>
<p>PART THREE: THE HR VALUE PROPOSITION 123</p>
<p>CHAPTER SEVEN: HR VALUE PROPOSITION: AN OVERVIEW 125</p>
<p>The Seven Steps to Develop an HR Value Proposition 129</p>
<p>Confi rm that the HR Value Proposition Mitigates the Business Risk 130</p>
<p>HR Must Partner to Deliver the HR Value Proposition 133</p>
<p>Conclusion 134</p>
<p>Summary 135</p>
<p>CHAPTER EIGHT: BUILD LEADERSHIP CAPACITY 137</p>
<p>Management Capacity Versus Leadership Capacity 138</p>
<p>Element 1: Applying Innovative Intelligence 141</p>
<p>Element 2: Applying Emotional Intelligence 147</p>
<p>Element 3: Aligning Employees and Teams to the Future Direction 152</p>
<p>Element 4: Engaging Employees and Teams with the Future Direction 155</p>
<p>Integrating the Four Elements of Leadership Capacity 161</p>
<p>Conclusion 163</p>
<p>Summary 165</p>
<p>CHAPTER NINE: ACCELERATE CULTURE TRANSFORMATION 167</p>
<p>Why Is Accelerating Culture Transformation So Challenging? 168</p>
<p>What Is Culture? 169</p>
<p>The Laser–Beam Approach to Culture Transformation 171</p>
<p>Final Observations about Culture Transformation 187</p>
<p>Conclusion 191</p>
<p>Summary 192</p>
<p>CHAPTER TEN: IMPLEMENT CHANGE 195</p>
<p>Change and Transition 197</p>
<p>Eight–Step Implementing Change Process 198</p>
<p>Conclusion 229</p>
<p>Summary 230</p>
<p>CHAPTER ELEVEN: MAKING LEADERSHIP–DRIVEN HR HAPPEN 233</p>
<p>F: Forward Thinking 236</p>
<p>O: Outside–In 240</p>
<p>C: Co–Create 243</p>
<p>U: Up–to–Date 250</p>
<p>S: Synergies Within HR 252</p>
<p>Conclusion 257</p>
<p>Summary 260</p>
<p>Index 263</p>