By Linda Holbeche
A bland ebook with little of curiosity, except you're employed for a central authority division in a third-world state. Reads like an instructional treatise from a second-year pupil in 1990.
The principles are trite and absence 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 booklet is a superb instance of the lead-lag chasm among American HR practices and Europe's archaic thinking.
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Extra resources for Aligning Human Resources and Business Strategy
So many of the financial and other corporate scandals brought to light in recent years have fundamentally affected the ‘licence to operate’ of the 36 PART | I The Need for Strategic Human Resources organizations in question, in cases such as Enron, putting them out of business altogether. Once bad news is ‘out’, it travels instantly around the world. In this context company brand is synonymous with corporate reputation. Consequently, organizations are now paying serious attention to the ethics of how they treat their employees and communities, how they reduce their carbon footprint, how they deal with corruption in their midst, and how they source from suppliers who are known not to exploit their workers.
Achieving Competitive Advantage ● ● ● Through enabling – understanding the strategic drivers for the business and implications of the competitive environment; technology in particular can help worldwide project teams to bring new concepts to market faster and respond more quickly to customer needs, while at the same time reducing costs. HR can design and implement strategies that help the organization achieve its goals in the short, medium and long term; supporting line managers, executives and employees to perform in ways that build competitive advantage.
From its cross-organizational perspective, HR can see how all the processes and systems within the business interlink, including where there are areas of duplication and unnecessary activities that add little to the business, and identify where improvements can be made in the light of what the business is aiming to do. HR can ensure that team roles are appropriately designed and structured; good communication processes established and ensure that crossorganizational interdependencies are identified, with teams able to share learning across boundaries.
Aligning Human Resources and Business Strategy by Linda Holbeche