Leadership-Driven HR E-Book

David S. Weiss

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 409

Veröffentlichungsjahr: 2012

Beschreibung

Presents a new vision for HR's role in business Focusing on strategic solutions for HR, Leadership-Driven HR challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets--people and organizational processes. Leadership-Driven HR provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design. * Focuses on strategic solutions for HR, addressing current and ongoing concerns in the world of HR * Dr. David Weiss is President & CEO of Weiss International Ltd., which leads innovative consulting and HR projects that generate effective strategy, leadership, innovation, and HR solutions for leaders and employees HR serves a critical role in managing your most valuable assets. Discover new ways this department can create significant ROI for your business.

Leseprobe

Contents

Cover

Praise for Leadership-Driven HR

Complete List of Business Books by Dr. David S. Weiss

Title Page

Copyright

Tables and Figures

Dedication

Acknowledgments

Preface

A Description of This Book

Part One: Transforming HR

Part Two: The Work of HR

Part Three: The HR Value Proposition

Who Will Benefit from This Book?

How to Read This Book

About the Author

Part One: Transforming HR

Chapter One: Being Leadership-Driven

HR as a Driver of Business Leadership

HR Drives Value Through Leaders

HR Is Driven to Lead

Conclusion

Summary

Chapter Two: Line of Sight to the External Customer

Stage 1: From Control to Service Providers

Stage 2: From Service Providers to Partnerships

Clear Line of Sight to the External Customer

Implications for HR's Internal Relationships

Conclusion

Summary

Chapter Three: “Lighten Up” to Deliver Priorities

Lighten Up to Rebalance Work

Leadership and the Need to Lighten Up

Lighten Up by Removing the “Noise” from the System

The 4Ds: Delete, Delay, Distribute, Diminish

Conclusion

Summary

Part Two: The Work of HR

Chapter Four: The HR Triangle Chart

People Capabilities, Organizational Capabilities, and HR Value Propositions

Apply the Lighten-Up Process to the HR Triangle Chart

Conclusion

Summary

Chapter Five: People Capabilities

The Find People Capability

The Develop People Capability

The Retain People Capability

Conclusion

Summary

Chapter Six: Organizational Capabilities

Cultural Transformation and Implementing Change

Restructuring and Design

Organizational Alignment

Return on Investment in Human Capital

Conclusion

Summary

Part Three: The HR Value Proposition

Chapter Seven: HR Value Proposition: An Overview

The Seven Steps to Develop an HR Value Proposition

Confirm that the HR Value Proposition Mitigates the Business Risk

HR Must Partner to Deliver the HR Value Proposition

Conclusion

Summary

Chapter Eight: Build Leadership Capacity

Management Capacity VERSUS Leadership Capacity

Element 1: Applying Innovative Intelligence

Element 2: Applying Emotional Intelligence

Element 3: Aligning Employees and Teams to the Future Direction

Element 4: Engaging Employees and Teams with the Future Direction

Integrating the Four Elements of Leadership Capacity

Conclusion

Summary

Chapter Nine: Accelerate Culture Transformation

Why Is Accelerating Culture Transformation So Challenging?

What Is Culture?

The Laser-Beam Approach to Cultural Transformation

Final Observations about Culture Transformation

Conclusion

Summary

Chapter Ten: Implement Change

Change and Transition

Eight-Step Implementing Change Process

Conclusion

Summary

Chapter Eleven: Making Leadership-driven HR Happen

F: Forward Thinking

O: Outside-In

C: Co-create

U: Up-to-Date

S: Synergies within HR

Conclusion

Summary

Index

Praise for Leadership-Driven HR

Leadership-Driven HR is a must-have on the bookshelf of all HR professionals. It is a ‘go-to’ for tools and frameworks and clearly distills concepts through practical examples. David clearly lays out how HR can unlock strategies to drive value through so many paths including culture and transformation. It is an excellent training guide for new professionals and a reference guide for HR teams.

—Karen McKay

Vice President, Human Resources and Learning and Development Eli Lilly Canada Inc.

With Leadership-Driven HR, Dr. Weiss identifies a powerful opportunity for HR professionals to drive value for the business. He demonstrates how, by using a laser-beam approach in establishing priorities, the HR executive can play a critical role in ensuring future success by building next-generation leadership. This is an easy-to-read, practical and important book for anyone who oversees HR strategy or who manages people.

—L. Robin Cardozo

Chief Operating OfficerSickKids Foundation

Dr. David Weiss is a thought-leader in leadership and human resources which is clear in his latest book, Leadership-Driven HR. This very readable book is a compelling call-to-action for HR professionals and business executives who want to advance their business results. It is a must-read!

—Sarah Downey

Executive Vice President, Clinical ProgramsCentre for Addiction and Mental Health

Leadership-Driven HR is a departure from the usual business literature. It is not a restating of the ideas from the recent past but rather reveals what mastery in HR leadership means. Through storytelling and the use of practical examples, Dr. Weiss provides a roadmap to enhance, focus, and nurture the indispensable leadership qualities of HR. This is dynamic reading for any HR professional or business leader looking for ways to revolutionize the delivery of value for their business.

—Emma Pavlov

Senior Vice President, Human Resources & Organizational DevelopmentUniversity Health Network

Dr. David Weiss' insights, based on strong theory combined with years of practical experience provide a compelling roadmap for the next incarnation of the HR function. I am honored to review this book as it has confirmed a number of directions we have been taking, and it has strengthened my resolve to redouble efforts on those that remain. Congratulations on the final product. It is a very meaningful contribution to the science and art of HR.

—Kevin O'Farrell, CHRP

Vice President, People & OrganizationHewitt Equipment Limited

With Leadership-Driven HR, Dr. David Weiss directly challenges all of us who work in human resources to get on a continual improvement path that is directly aligned with—and drives implementation of—organizational business goals. He pushes us not to be everything to everyone, but to focus our efforts like a laser on only those priorities that will enable the organization, and its people, to succeed. David's passion, ideas, and business-focused solutions have been a great guide in my own personal journey of human resource leadership.

—Kerry Pond

Assistant Deputy MinisterCentre for Leadership and LearningOntario Public Service

It is a great pleasure for me to recommend Dr. David Weiss' latest book, Leadership-Driven HR, as a major step forward and upward for understanding the newly emerging key role of HR in organization success and performance—in other words a breakthrough from conventional books in the field of HRM. Based upon Dr. Weiss' very distinguished international career in consulting and executive development, this breakthrough book provides the business case for HR to be a significant player in strategic organization performance, a practical and no-holds-barred discussion of the strategic management skills that will be required by senior HR professionals, and outstanding, highly sophisticated and effective step-by-step models for implementing cultural transformation and significant changes to achieve strategic goals, probably the most sophisticated and practical texts that one can read on these key topics. This new highly readable book is a breakthrough from regular good quality books on HRM and Leadership-Driven HR should be a must-read for all senior HR executives who wish to perform well in their key strategic HR responsibilities.

—Dr. Dan Ondrack

Professor EmeritusRotman School of Management of the University of Toronto

Complete List of Business Books by Dr. David S. Weiss

Weiss, David S. Leadership-Driven HR: Transforming HR to Deliver Value for the Business. Toronto: John Wiley & Sons, 2013.

Weiss, David S. and Claude P. Legrand, Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization. Toronto: John Wiley & Sons, 2011.

Chinese Edition:

Weiss, David S. and Claude P. Legrand. Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization. Beijing: China Citic Press, In Press.

Weiss, David S., Vince Molinaro, and Liane Davey. Leadership Solutions: The Pathway to Bridge The Leadership Gap. Toronto: Jossey Bass, 2007.

Weiss, David S. and Vince Molinaro. The Leadership Gap: Building Leadership Capacity for Competitive Advantage. Toronto: John Wiley & Sons, 2005.

Korean Edition:

Weiss, David S. and Vince Molinaro. The Leadership Gap: Building Leadership Capacity for Competitive Advantage. Seoul: MaeKyong Publishing Inc., 2009.

Weiss, David S. High Performance HR: Leveraging Human Resources for Competitive Advantage. Toronto: John Wiley & Sons. 1999, 2000.

Weiss, David S. Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. Chicago: Irwin Professional Publishing, 1996, 2003.

French Edition:

Weiss, David S. Franchir Le Mur Des Conf lits: La négociation basée sur les intérêts des syndicats et des entreprises. Saint–Nicolas: Les Presses de l'Université Laval, 1999.

Copyright © 2013 by David S. Weiss

All rights reserved. No part of this work covered by the copyright herein may be reproduced or used in any form or by any means—graphic, electronic or mechanical—without the prior written permission of the publisher. Any request for photocopying, recording, taping or information storage and retrieval systems of any part of this book shall be directed in writing to The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visitwww.accesscopyright.ca or call toll free 1-800-893-5777. For more information about Wiley products visit www.wiley.com.

Care has been taken to trace ownership of copyright material contained in this book. The publisher will gladly receive any information that will enable them to rectify any reference or credit line in subsequent editions.

The material in this publication is provided for information purposes only. Laws, regulations, and procedures are constantly changing, and the examples given are intended to be general guidelines only. This book is sold with the understanding that neither the author nor the publisher is engaged in rendering professional advice. It is strongly recommended that legal, accounting, tax, financial, insurance, and other advice or assistance be obtained before acting on any information contained in this book. If such advice or other assistance is required, the personal services of a competent professional should be sought.

Library and Archives Canada Cataloguing in Publication Data

Weiss, David S. (David Solomon), 1953–

Leadership–driven HR : transforming HR to deliver value for business / David S. Weiss.

Includes index.

Issued also in electronic formats.

ISBN 978-1-118-36282-2

1. Personnel management. 2. Strategic planning. 3. Organizational effectiveness. I. Title.

HF5549.W4354 2012 658.3 C2012-906761-X

ISBN 978-1-118-36430-7 (eBk); 978-1-118-36431-4 (eBk); 978-1-118-36432-1 (eBk)

Production Credits

Cover design: Adrian So

Interior text design: Mike Chan, Thomson Digital

Typesetter: Thomson Digital

John Wiley & Sons Canada, Ltd.

6045 Freemont Blvd.

Mississauga, Ontario

L5R 4J3

Tables and Figures

Figure 2.1: The Differences in HR's Role from Control to Service to Partnerships

Figure 3.1: The Imbalance between the Supply of Resources and the Demands of the Work

Figure 3.2: The Lighten-Up Action Planning Template

Figure 4.1: The Triangle Chart of the Three Areas of HR Work

Figure 4.2: The Areas of HR Work on the Triangle Chart

Figure 4.3: Example of the Current and the Preferred Future Work of HR

Table 5.1: The Outcomes for the People Capabilities

Figure 5.1: The ROI of the Finding the Best Talent Outcome

Figure 5.2: Discovering Hidden Talent

Figure 5.3: The Three Main Areas of Talent Management

Figure 5.4: The Three-Way Relationship in a Unionized Environment

Figure 6.1: The Strategy (and Not the People) Informs the Structure

Figure 6.2: Cross-Functional Alignment and “White Space”

Figure 6.3: A Modified Balanced Scorecard

Figure 6.4: The ROIHC Metric for People and Organizational Success

Figure 8.1: The Proportion of Managing and Leading among Different Levels of Hierarchy

Table 8.1: The Four Elements of Leadership Capacity

Figure 8.2: The Three Aspects of Emotional Intelligence

Table 8.2: How a Deficiency in One Element of Leadership Capacity Affects the Others

Figure 9.1: The Six Steps in the Laser-Beam Approach to Cultural Transformation

Figure 9.2: Identify the Overlap of Values

Figure 10.1: The Implementing Change Process

Figure 10.2: The Compelling Reason for the Change Formula

Table 10.1: Consequences of Missing One of the Variables from the “Compelling Reasons for the Change” Formula

Table 10.2: Areas of Potential Stakeholder Resistance

Figure 10.3: The Stakeholder Commitment to the Change Chart

Figure 10.4: Risk Analysis Approach

Figure 10.5: The Launch-Ready Assessment

Figure 10.6: Debrief Shared Learnings and Identify Continuous Improvement

Figure 11.1: An Example of an HR Strategy One-Pager

Figure 11.2: What HR Will Lighten Up as a Contingency Plan

Figure 11.3: Four Levels of Relationships that HR Has with Business Leaders

Figure 11.4: Areas Where HR Must Be Up-to-Date

For Nora, my true love and best friend.

Acknowledgments

This book, Leadership-Driven HR, was developed over many years with many contributors who provided insights and inspiration. To all those contributors, I want to express my appreciation and gratitude.

One of the joys of executive and human resources consulting is the privilege that comes from working with ambitious, dedicated, and intelligent leaders with a genuine interest in taking their organizations to higher levels of performance. They stimulated thought by presenting intriguing challenges, by being willing to try out new ideas, and by validating the approaches presented in this book. I am grateful for their ongoing confidence, support, and friendship.

I also want to express appreciation to specific colleagues who were instrumental in the evolution of my thought process. To name a few: Hugh MacDonald for his review of High Performance HR, which identified the parts that are still relevant a decade later, and for his ideas about HR compliance issues explored in Chapter One; Claude Legrand for his collaboration as my co-author on Innovative Intelligence, in which we presented ideas about innovative intelligence and a culture of innovation; Vince Molinaro for his collaboration as co-author on The Leadership Gap, in which we explored leadership capacity, alignment, and engagement; Vince Molinaro and Liane Davey, my co-authors on Leadership Solutions, in which we further articulated our ideas on leadership capacity and measurement; Jagdish Sheth for his insights on the differences between leadership and management; and Janet Burt, Bob Harris, and Leslie Keen for their early contributions to the implementing change framework. I also want to express gratitude to a number of leading authors who have contributed to my thought development over the past 20 years through their writings: David Ulrich, Jay Galbraith, Rosabeth Moss Kanter, Daniel Goleman, Edger Schein, Margaret Wheatley, and John Kotter.

I have also had many opportunities to speak publicly at over 200 conferences globally and have written over 40 trade and journal articles about these topics. All of the conference organizations that gave me the forum to speak about these ideas are very much appreciated. In particular, I extend great appreciation to Dr. Dan Ondrack of the Rotman School of Management at the University of Toronto for providing a forum to present and explore these ideas in executive development sessions in Canada, the Cayman Islands, and in Shanghai, China. Also, thank you to Emma Pavlov for providing me with the forum to present my ideas on implementing change through the Schulich School of Business at York University. As well, I would like to thank the Canadian Society for Training and Development and the Human Resources Professionals Association for an annual conference forum to present my latest thoughts to HR and learning professionals. These academic executive development experiences and association presentations helped sharpen the insights and ideas presented in this book.

I also thank the many professionals who supported me in the production of this work. Special thanks go to the Weiss International Ltd. team, with special recognition to Susan Beckley for her continual support for all of my work, and to Michele Allan for her work on the book's graphics. Also, a very special thank you to Mary Jo Beebe for her ongoing editing support, challenging comments, attention to detail, and exceptional patience, which have helped this project become clearer and more tightly formulated. Also, thank you to Karen Milner and the John Wiley & Sons team for your confidence in this project and for our 14 years of collaborating on the publication and promotion of my books.

My final and deepest thanks go to my wife, Dr. Nora Gold, and to our son, Joseph Weissgold, who fill my life with love and meaning.

To all, my thanks and love.

Dr. David S. Weiss

Toronto, Ontario, Canada, 2012

Preface

Leadership-Driven HR is the culmination of 18 years of writing and 25 years of practice. The journey began with the publication of my first two books: Beyond the Walls of Conflict (1996) and High Performance HR (2000). These books explored the strategic work of Human Resources (HR) and Labor Relations and how HR can contribute to transforming a business. High Performance HR became a bestseller and was widely used by HR professionals to guide their focus and by universities as part of their business and HR curriculum.

Subsequently, I became immersed with the evolving challenge of the leadership gap and researched how to overcome that gap. It was evident that the leadership gap was a global problem and that it had important implications for human resources professionals. My third, fourth, and fifth co-authored books all explored various aspects of the leadership gap. The third book, The Leadership Gap (2005), explored the need for leaders to be holistic and identified what organizations need to do to build leadership capacity. The fourth book, (2007), explored how to measure leadership capacity to pinpoint the areas where organizations should target their development of this capacity. The fifth book, (2011), focused on the challenge of the innovation gap, which can be significantly reduced by developing leaders of innovation who draw out the innovative capacity of their employees and teams so that they can gain insight and discover inventive solutions to complex issues.