High Performance HR: Leveraging Human Resources for Competitive Advantage - Hardcover

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About the Author Dr. David Weiss is a Partner in the international human resources consulting firm of Geller, Shedletsky #38; Weiss. They specialize in providing consulting services in business strategy, organizational change, human resources development, management assessments, and career management. David Weiss has developed an extensive practice providing HR consulting and executive development to a wide range of clients throughout North America in many industries including telecommunications, pharmaceuticals and financial services. He specializes in redesigning human resource functions to provide strategic value to the company, facilitating senior executive strategic thinking processes and team building, realigning businesses to achieve customer focus, implementing national change management initiatives, and mediating conflicts in all aspects of employee management and customer relations to achieve effective solutions. David received his Doctorate from the University of Toronto and has two Masters degrees from Columbia University in New York. He is a Senior Fellow of the Industrial Relations Centre of Queen's University, a Past President of the Organizational Psychology Section of the Ontario Psychological Association, and an honored member of the International Who's Who of Professionals. He is a sought-after motivational speaker, trainer, and facilitator, and he is on the editorial board of the Canadian Learning Journal. He is the author of Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. High Performance HR is his second book. More information about David and his firm is available at www.gswconsultants.com.

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A fresh perspective on the HR function, High Performance 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. High Performance HR not only challenges HR’s traditional role, but also provides practical strategies for leveraging HR’s role, priorities, accountabilities, and organizational design. It positions the human resources function as a key business partner in helping any organization achieve its strategic goals. HR has an important role in aligning itself and all organizational functions to deliver value to the external customer and to ensure competitive advantage for the organization. HR’s focus should be on how to help people internally to deliver value externally. High Performance HR also focuses on what not to do—how and why HR should abandon specific types of work for a better fit with the company’s strategic goals. The focus is on abandoning work appropriately, focusing on alignment with corporate strategic objectives and on work that truly adds value. High Performance HR provides a roadmap for executives and HR leaders attempting to leverage the HR function for competitive advantage:

• Describes how the HR function should be positioned for the future—as a strategic business partner, not simply as a service function.
• Provides a practical roadmap to align HR with the rest of the company in a common strategic direction, in order to deliver value to the external customer.
• Features questions and checklists that help assess the readiness of your company’s HR function to be a high performance department.
• Explains how HR can organize and streamline its "traditional" work, as well as how it can help to transform the entire company through strategic business processes such as cultivating a flexible culture, championing strategic alignment, implementing change and transition, and insuring return on investment in human capital.
• Defines clearly the expectations executives can and should have of their human resources leaders, an area that senior management often struggles with in assessing what the value should be from their HR function.
• Proposes an innovative organizational design that aligns HR with other internal service businesses in the organization, to help the company succeed.
• Gives HR professionals the concepts and practical strategies to revitalize their function and to deliver value to the company.

Aus dem Klappentext

A fresh perspective on the HR function, High Performance 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. High Performance HR not only challenges HR?s traditional role, but also provides practical strategies for leveraging HR?s role, priorities, accountabilities, and organizational design. It positions the human resources function as a key business partner in helping any organization achieve its strategic goals. HR has an important role in aligning itself and all organizational functions to deliver value to the external customer and to ensure competitive advantage for the organization. HR?s focus should be on how to help people internally to deliver value externally. High Performance HR also focuses on what not to do?how and why HR should abandon specific types of work for a better fit with the company?s strategic goals. The focus is on abandoning work appropriately, focusing on alignment with corporate strategic objectives and on work that truly adds value. High Performance HR provides a roadmap for executives and HR leaders attempting to leverage the HR function for competitive advantage:

• Describes how the HR function should be positioned for the future?as a strategic business partner, not simply as a service function.
• Provides a practical roadmap to align HR with the rest of the company in a common strategic direction, in order to deliver value to the external customer.
• Features questions and checklists that help assess the readiness of your company?s HR function to be a high performance department.
• Explains how HR can organize and streamline its "traditional" work, as well as how it can help to transform the entire company through strategic business processes such as cultivating a flexible culture, championing strategic alignment, implementing change and transition, and insuring return on investment in human capital.
• Defines clearly the expectations executives can and should have of their human resources leaders, an area that senior management often struggles with in assessing what the value should be from their HR function.
• Proposes an innovative organizational design that aligns HR with other internal service businesses in the organization, to help the company succeed.
• Gives HR professionals the concepts and practical strategies to revitalize their function and to deliver value to the company.