Constant organizational change has led to new challenges for the HR department. In some instances it has created problems. This book identifies the two key problems facing senior managers and HR directors today: * employees feelings of mistrust and insecurity, and their effects on the employment relationship * the speed of organizational change which requires employees to make continuous transitions. This book shows that the management of careers in organizations is still possible if career transitions: * are negotiated with employees * are supported by management * and, hence, recreate trust The authors outline the analytical, managerial and leadership tasks facing those seeking to manage careers in a climate of constant change. Fully illustrated with case studies this book will be of enormous use to any director concerned with the future success of the organization. "A thoughtful, very readable and well-documented overview of employment in the context of the huge changes in the world of work that have been going on through the nineties. From the point of view of employers, the book is of particular value in drawing attention to the importance of trust as the basis of the social capital element in the intellectual property of organizations." Godfrey Golzen, Editor, Human Resources "Trust and Transition is an important book on an important topic. If organizations are to manage change effectively, they need to help their employees to do so too. This deeply ethical as well as practical book indicates why this matters, and how career contracting can make it happen." A.G. Watts, National Institute for Careers Education and Counselling

Trust and Transition: Managing Today's Employment Relationship

Business & Money

Herriot, Peter

Reilly, Peter

Hirsh, Wendy

Management & Leadership

wiley

Workplace flexibility polarizes opinion; it is either a necessary prerequisite to survival in the global market or a means by which the rights of workers are eroded. The difference comes from a lack of shared understanding of the concept. Organizations need to get to grips with flexibility, not only to address business problems and cope with legal regulations, but also to respond to the pressures of workforce diversity and labour market tightness. Flexibility at Work brings clarity to this misunderstood subject. It will show you how to obtain the business benefits of flexibility through an approach which addresses the needs of both employer and employee. Peter Reilly breaks down flexibility into five different types, from functional through to financial. He introduces a model of how mutual flexibility might be developed and the preconditions necessary to make it successful. Along the way he cites much evidence of how employers are introducing alternative working arrangements that provide benefits to both parties. Flexibility can reduce costs, improve quality and service, increase productivity, hedge against change, and meet supply needs. Can you afford to ignore the benefits it will bring?

Flexibility at Work: Balancing the Interests of Employer and Employee

Routledge

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

How To Get Best Value From HR: The Shared Services Option

Williams, Tony

Human Resources

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

Strategic HR: Building the Capability to Deliver

Industries

Gower

Evidence-based Reward Management presents an analysis of the current failure of organizations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organization. The authors present the tools, and techniques that can be applied to practice evidence-based reward management, including a model which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis. Fully illustrated with case studies including McDonald's, Standard Chartered Bank, and KPMG, Evidence-based Reward Management will help HR professionals to assess and communicate the effectiveness of reward in a meaningful and informed way.

Evidence-Based Reward Management: Creating Measurable Business Impact from Your Pay and Reward Practices

ARMSTRONG, MICHAEL

Brown, Duncan

Kogan Page.

This audit pulls together all of Cambridge Strategy Publications' other HR audits.Use it to measure the real importance of your HR function. This audit is not designed to threaten or 'call to account' the HR function - there will inevitably be areas where it is performing well and areas where it is not. Instead, it is designed to highlight: - Those responsibilities of the HR function where more time and resources should be focused- Times when the organisation should involve the HR function more closely in strategic planning or in the implementation of its strategy- New and beneficial ways of structuring or restructuring the HR function- Ways in which information, skills and knowledge available to the HR function can be more widely used and shared- New responsibilities which the HR function should take on, and others which it may be able to pass to other functions, line managers, teams or individual staff.Finally, the audit outlines ways of monitoring the performance of the HR function and how it compares against other organisations. Part 3 of the audit suggests dozens of tried-and-tested questions that will help the audit team reach well-informed conclusions and present clear recommendations for change.

The Human Resource Function Audit

Strebler, Marie

Kettley, Polly

Triarchy Press Ltd

Strategic HR

How To Get Best Value From HR

This title was first published in 2000. Workplace flexibility polarizes opinion; it is either a necessary prerequisite to survival in the global market or a means by which the rights of workers are eroded. The difference comes from a lack of shared understanding of the concept. Organizations need to get to grips with flexibility, not only to address business problems and cope with legal regulations, but also to respond to the pressures of workforce diversity and labour market tightness. Flexibility at Work brings clarity to this misunderstood subject. It will show you how to obtain the business benefits of flexibility through an approach which addresses the needs of both employer and employee. Peter The author breaks down flexibility into five different types, from functional through to financial. He introduces a model of how mutual flexibility might be developed and the preconditions necessary to make it successful.

Flexibility at Work: Balancing the Interests of Employer and Employee (Routledge Revivals)

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

Global HR: Challenges Facing the Function

International

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