Description
Book SynopsisWritten by a leading team of authors with contributions from top HR professionals, Do We Need HR? is an important book which addresses issues surrounding the role, structure and challenges for HR departments and how the field may be affected by new types of organizations, networks and methods of working.
Trade Review"This book starts asks a challenging question at a critical time for the HR function and profession - a time where the 'people agenda' has never been more important. Good people management is also good business management, and HR has the opportunity to step up and really establish its value and long term role. The authors take a long hard look at the structures and models of HR, challenge some of the ordained thinking, and propose ways in which HR needs to reposition itself to add value and really impact business performance. Something all HR practitioners, and indeed business leaders, should read."
-Peter Cheese, Chief Executive, CIPD
'In this important and provocative book, the authors - with precision and wisdom - show how current business issues (like innovation and customer centricity) can be addressed. They challenge outdated thinking and frameworks and describe what it would take for HR to be a worthy and credible partner to the CEO and CFO. A 'must read' for anyone determined to make a difference, build their competence, and hone their judgement.'
-Lynda Gratton, Professor of Management Practice, London Business School
"HR practitioners have struggled for decades to understand what their priorities should be. Do We Need HR? provides a new and clear answer that can rebuild the importance of that function."
-Peter Cappelli, George W. Taylor Professor of Management and Director of the Center for Human Resources, Wharton School, University of Pennsylvania
'Do we need HR? Not unless it adds value. This is not easy to demonstrate, for there are many ways to define 'value'. To assess any of them, there must be a tight linkage between HR processes and business strategy. Fortunately, the authors provide lots of thought-provoking questions, practical examples, and sound advice to address that fundamental issue.'
-Wayne F. Cascio, Distinguished Professor, University of Colorado; Robert H. Reynolds Chair in Global Leadership
''This book does a giant service to the HR profession arguing for its continued and unabated relevance. Written by distinguished authors from the Centre for Performance Led HR at Lancaster University, it summarizes a wealth of knowledge on HR and performance. I recommend it as an ideal book for advanced undergraduate, masters, and executive programs.'
-Professor Patrick Flood, Dublin City University Business School; Co-author of Change Lessons from the CEO
Table of Contents1. HR: Looking In and Looking Out 2. Innovation and People Management 3. Customer Centricity and People Management 4. Lean Management and Organisational Effectiveness 5. Managing HR Beyond the Organization 6. Big Data and the HR Analytics Debate 7. Strategic Talent Management 8. What is the Value of HR? 9. Organizational Well-being and Fairness 10. Model HR
