Dalziel / Strange / Walters HR Business Partnering

1. Auflage 2006
ISBN: 978-1-78966-272-6
Verlag: Kogan Page
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 368 Seiten, Web PDF

Reihe: HR Toolkits

The HR Business Partnering toolkit is a one stop resource for improving all aspects of partnering structure within an organisation. Designed for use by HR business partners and practitioners, it demonstrates how to build closer links with your business clients, ensure your organisation gets the most from its people, and implement strategy.

HR Business Partnering will help you to identify skills gaps, develop and improve the skills you need, and show you how to enable your HR team to deliver measurable value to your organisation. Using a series of customizable and practical, printed and online tools, as well as case studies such as The Royal Bank of Scotland (RBS) group, you will learn how to implement HR business partnering, develop as an HR business partner and assess the effectiveness of this within your organisation.

About the Series:

The HR Toolkits provide complete sets of customizable, printable resources to facilitate in-house training and development workshops and strategy design. Supplied as both ring binders and electronic files, and consisting of modules which can be used individually or combined for more extended programmes, the toolkits include ready-made practical exercises, handouts, discussion questions and more to upskill employees.

Autoren/Hrsg.

Dalziel, Shirley

Strange, Judith

Walters, Mike

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Section - ONE: Introduction to HR Business Partnering; Chapter - 00: HR Partnering in the Public Sector; Chapter - 01: HR Business Partner Profile; Chapter - 02: Case Study: The Royal Bank of Scotland Group; Section - TWO: Tools for Implementing HR Business Partnering; Chapter - 03: Creating the Vision for HR; Chapter - 04: Making the Case for HR Business Partnering; Chapter - 05: Introduction to Stakeholder Mapping; Chapter - 06: Assessing Readiness for HR Business Partnering; Chapter - 07: Assessing the Readiness of HR; Chapter - 08: Considering Outsourcing; Chapter - 09: Identifying and Mapping HR Processes; Chapter - 10: HR Partnering in Small and Medium-Sized Organisations; Chapter - 11: Assessing Current Roles; Chapter - 12: Identifying Future HR Roles; Chapter - 13: The Skills Required; Chapter - 14: Drawing up an HR Business Partner Role Profile; Chapter - 15: Ensuring Effective Integration Between Roles and Structure; Chapter - 16: Lessons Learned from other Organisations; Section - THREE: Tools for Developing as an HR Business Partner; Chapter - 17: HR Business Partner Competencies; Chapter - 18: Influencing Skills Checklist; Chapter - 19: Gaining Credibility; Chapter - 20: Influencing Challenges; Chapter - 21: Demonstrating Added Value; Chapter - 22: Understanding Organisational Politics; Chapter - 23: Overseeing Projects; Chapter - 24: Using Consultancy Skills; Chapter - 25: Partnering Development Plans; Section - FOUR: Tools for HR Business Partners to use within the Business; Chapter - 26: Acting Strategically; Chapter - 27: Senior Team Review Framework; Chapter - 28: Developing HR Strategy; Chapter - 29: Ensuring Alignment; Chapter - 30: Developing Best Practice HR; Chapter - 31: Using Organisational Metrics; Section - FIVE: Tools for Assessing the Effectiveness of HR Business Partnering; Chapter - 32: Measuring HR Business Partner Effectiveness; Chapter - 33: Assessing the Effectiveness of HR Business Partners; Chapter - 34: Reviewing the Partnering Model

Über Autor(innen)

Dalziel, Shirley
Shirley Dalziel has worked as a management consultant for the past 15 years. She is a Director of Develop UK, a consultancy specialising in HR Business Partnering.

Walters, Mike
Mike Walters has 25 years' experience as an HR practitioner and consultant and has authored numerous books for the CIPD and others including From Absence to Attendance (with Alastair Evans). He has worked for Shell, the BBC, Ernst & Young, as an advisor for the CIPD and was Head of Human Resources for The Co-operative Bank.

Strange, Judith
Judith Strange is a Director of Develop UK. She has held senior HR positions in blue chip organisations, including BskyB, Prudential and Energis; has implemented partnering; been an HR Business Partner; and is currently working on development programmes within a number of organisations in both the public and private sector.

Shirley Dalziel has worked as a management consultant for the past 15 years. She is a Director of Develop UK, a consultancy specialising in HR Business Partnering.

Judith Strange is also a Director of Develop UK. She has held senior HR positions at BskyB, Prudential and Energis, and is currently working on development programmes within private and public organisations.

Mike Walters has 25 years' experience as an HR practitioner and consultant. UK-based, he has worked for Shell, the BBC, Ernst & Young, advised the CIPD and was Head of Human Resources for The Co-operative Bank.