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High-performance business strategy and HR | |
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High-performance business strategy | |
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Introduction | |
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'The New Business HR Agenda' | |
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High-performance business | |
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The ability to attract and retain talented people | |
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How to use the 'New Business HR Agenda' checklist | |
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Introduction | |
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Use of the checklist | |
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Identify strategic thrusts for HR | |
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Key strategies for each strategic thrust | |
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Use the web tool 'The New Business HR Agenda' | |
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The new business HR agenda | |
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What business are we in? | |
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The agenda and HR strategy | |
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What is new? | |
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Summary | |
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The new business HR agenda and the HR function | |
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Clarity of business HR priorities | |
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The checklist questions | |
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The 56 checklist questions | |
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Understanding the checklist to enable dialogue and implementation | |
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Section 1: Energizing leadership to mobilize people | |
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Introduction | |
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Energizing leadership: what it is not | |
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Energize - engage - commit | |
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Connected leaders | |
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Leadership and accountability | |
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Speed up execution | |
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Dealing with increasing pressures and complexity | |
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Section 2: Build the team | |
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Introduction | |
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Leadership development | |
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Dynamic position profiling | |
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Importance of talent management | |
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Track record and time in job | |
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Section 3: Shared vision and values | |
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Introduction | |
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Shared vision and engagement | |
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The role of values | |
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Trust and integrity | |
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Trust and betrayal | |
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Use of surveys to check the pulse | |
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Section 4: Strategic framework | |
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Introduction | |
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A framework | |
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Strategy into action and aligned variable pay practices | |
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Compelling communication | |
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'Must stops' | |
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Section 5: Aligned and lean organization | |
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Introduction | |
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Organization structure and strategic priorities | |
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Being lean and benchmarking | |
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Work plans and targets | |
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Building broader organizational capabilities | |
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Section 6: High-performing empowered teams | |
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Introduction | |
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Teams develop | |
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Successful teams add value | |
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International and global teams | |
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Effective teamwork, diversity and innovation | |
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Track record and time in job | |
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Section 7: Coaching: develop yourself and others to win | |
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Introduction | |
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Find a common definition | |
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The importance of training in building a coaching culture | |
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Coaching competencies and performance management | |
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Coaching and inspiring conversations | |
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Section 8: Create a winning organizational climate | |
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Introduction | |
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Leadership styles and organizational climate | |
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Climate surveys | |
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Feedback cycle | |
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Benefits of commitment | |
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Sustainable commitment through corporate social responsibility | |
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Section 9: Deliver results and reward | |
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Introduction | |
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Reward needs to be deserved | |
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Target setting and aligned (variable) pay practices | |
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Deliver consistent results over time and (variable) pay | |
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Future contexts and considerations for business HR | |
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Key trends for HR | |
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Corporate governance | |
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Teams | |
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HR as contributor to the business | |
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International HR competencies required | |
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Productivity drive | |
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HR outsourcing | |
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The growing importance of private equity | |
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Private equity and business HR: disaster or blessing? | |
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How private equity works | |
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Differences between public and private companies | |
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Adding value through HR | |
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HR outsourcing | |
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Main drivers of outsourcing | |
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Managing the risks of HR outsourcing | |
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The creation of HR value in different sectors | |
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Chemicals | |
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Consumer products | |
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Education | |
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Finance | |
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Healthcare | |
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Manufacturing | |
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Oil and gas | |
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Pharmaceuticals | |
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The public sector | |
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Retail | |
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Technology | |
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Telecommunications | |
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Utilities | |
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Index | |