Aligning Human Resources and Business Strategy by Linda Holbeche

By Linda Holbeche

A bland e-book with little of curiosity, until you're employed for a central authority division in a third-world kingdom. Reads like an instructional treatise from a second-year pupil in 1990.

The rules are trite and shortage substance. for instance, "dealing with terrible functionality" is mentioned in one paragraph. "Long time period incentives and proportion ownership", too, is glossed over in a micro-paragraph approximately developments with nary a connection with shareholder price and rewards.

This publication is a wonderful instance of the lead-lag chasm among American HR practices and Europe's archaic thinking.

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Example text

In other sectors, strategic alliances seem to be the preferred option with over half the respondents predicting that their organization will develop such an alliance in the near future. Ohmae (1985) points out how globalization will ultimately affect all aspects of a nation’s economic life: The essence of business strategy is offering better value to customers than the competition in the most cost-effective and sustainable way. But today, thousands of competitors from every Chapter | 2 The Context for Strategic HR 31 corner of the world are able to serve customers well.

HR has to be at the forefront of creating organizational ‘changeability’ and corporate agility. This will require key capabilities across the HR function so that it can deliver consistently and reliably as well as strategically. In other words, the HR team must be able to think and act in a strategically aligned way. This is not just strategy in the sense of plans, systems and processes; it is strategy as communication, mindset, flexibility of thought, awareness and a passion for ensuring that HR is a key strategic resource for the business, delivering value and success on an ongoing basis.

Assuming that HR’s principal business partner is line management, it is important to understand what managers’ view of the world is, define problems in their terms, frame what will happen in terms of results they expect and clarify what they need to do in getting there. It can also be instructive to look at what chief executives do not want from HR. A small-scale research project in which chief executives talked about what they needed from the function suggests that CEOs do not place value on HR professional skills alone, though these should be of a high order and reliability.

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