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| About the Author | |
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| Preface to the 2nd Edition | |
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| Executive Introduction and Overview | |
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| Which Door Do You Want to Open? | |
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| The Basic Thesis Behind HR-Business Strategy | |
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| HR-Business Strategy Checklist - Does Yours Pass the Test? | |
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| Structure of the Text | |
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| What is the Purpose of HR-Business Strategy? | |
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| Predicting the Future for Your People | |
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| HR-Business Strategy and the Art of War | |
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| HR-Business Strategy is Inherently Complex | |
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| So What is a High-Value Organization? | |
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| The Toyota Way | |
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| Lessons for HR-business Strategy from Toyota | |
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| HR-Business Strategy is a New, Generic Option | |
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| A 'New�, Generic, Strategy | |
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| Reporting on Strategy | |
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| Why Most Existing HR 'Strategies� are not Worthy of that Name | |
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| Developing Your Own HR-Business Strategy | |
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| Three Mission Statement Tests | |
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| Strategy | |
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| The 'Best� Businesses Do not Necessarily have the Best HR Strategies | |
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| The HR-Business Strategy Matrix | |
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| What Does a Strategic HR-Business Look and Feel Like? | |
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| Some Golden Rules and Principles of Structural, Organization Design | |
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| Systems | |
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| Human Systems and Organizational Culture | |
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| Avoiding Default Mode | |
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| The Golden Triangle - Structure, Process, Roles | |
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| Some Lessons in Flexible Organisations from Arup | |
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| A Strategic HR-Business Requires Strategic Learning | |
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| The Learning Maturity Scale | |
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| So What is the Best Theory on Managing People? | |
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| How Do You Manage People? | |
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| Smoking Kills! - Lessons in Employee Engagement | |
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| Employee Retention is a Value Proposition | |
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| A Welcome Letter from the CEO | |
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| Structural Staff Turnover and Retention | |
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| A Simple Model of People Management | |
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| Testing HR Theories | |
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| 'Magic� Pills and HR 'Homeopathy� | |
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| The HR 'Catch-22� | |
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| The Myth of 'Change Management� | |
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| Individually Centred HR-Business Strategies | |
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| Are you Mature Enough for HR-Business Strategy? | |
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| Just a Minute Before you Rush Off | |
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| "Whatever People Say HR is - That's What It's Not" | |
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| The Three-Box Priority System | |
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| Getting HR Struck Off | |
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| The HR Maturity Scale | |
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| The Stages of The HR Maturity Scale | |
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| Organizational Indicators of Maturity | |
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| Call that an HR-Business Strategy? | |
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| HR-Business Strategy Must Engage the Business, not the Latest Fad | |
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| Summary of Key Lessons on HR Maturity Analysis | |
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| Who Will Develop the HR-Business Strategy? | |
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| Do CEOs Make Good HR-Business Strategists? | |
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| The Performance or 'Vitality� Curve | |
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| Leaders, Backbone, Dead Wood and the Danger Zone | |
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| Professional Management and HR-Business Strategists | |
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| HR-Business Strategists are Great Forecasters | |
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| Evidence-Based Human Capital Management (HCM) | |
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| Putting a Value on Human Capital - the HCM Revolution | |
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| So What Exactly is Value? | |
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| There are No Intangibles in HCM | |
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| The Paradigm Shift in Managing People - the Focus on Value | |
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| Strategic Value Measures and Management Tools | |
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| People Management Cannot be Reduced to a Formula | |
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| We All Measure Everything We Do | |
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| Soft and Hard Measures - What is the Difference? | |
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| The Balanced Business Scorecard | |
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| EFQM - European Quality Award/Excellence Model | |
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| Investors in People (IIP) | |
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| The Meaningful Measures Test | |
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| Common Measures are Worth Revisiting | |
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| Installing a Human, Performance Management System | |
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| Testing the System | |
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| Assessing and Reporting on Human Capital Management | |
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| What Factors have the Biggest Influence on the Value of an HR-Business Strategy? | |
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| Greenfield or Brownfield? | |
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| Does Size Matter? | |
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| How Much Influence Does Local Culture Have? | |
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| What about a Clear Philosophy on Pay and Rewards? | |
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| How Do Unions Fit in? | |
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| HR-Business Strategy Needs Strong Psychological Contracts | |
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| Is HR-Business Strategy Appropriate When there isn't a 'Business�? | |
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| Due Diligence and Reporting on Human Capital | |
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| No Simple Algorithm but a Comprehensive Report | |
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| HCM Agendas | |
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| The Common Sense Test | |
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| Evidence-Based Management | |
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| Some Lessons in Evidence-based-HCM for GSK | |
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| Damn Lies and Statistical Integrity | |
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| Good and Bad Politics | |
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| A Working Example of an HCM Report | |
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| Notes, Narrative and Interpretations of the HCM Report | |
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| Casting a Critical, Human Capital Eye Over Some Real Organizations | |
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| The UK National Health Service (NHS) | |
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| Honda | |
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| Universities and Higher Education | |
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| Private Equity and Hedge Funds | |
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| Monopolies | |
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| Start Ups | |
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| National and International HR-Business Strategy | |
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| Index | |