Positioned: Strategic Workforce Planning That Gets the Right Person in the Right Job

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Shortages and downtime are deadly for businesses. So what strategies are other organizations using to solve their workplace challenges? Positioned captures the best workforce planning practices from leading organizations such as Boeing, HP, the US Intelligence Community, and others in the private and public sectors to help businesses address the constant challenge of having the right people available when needed in order to maximize creativity, efficiency, and productivity. World-renowned thought leaders including Dave Ulrich, John Boudreau, James Walker, Jac Fitz-enz, Peter Howes, Dan Hilbert, and Naomi Stanford weigh in on the future of strategic staffing, virtual workplaces, disruptive technologies, globalization, and what practices will and will not help organizations succeed. By examining the evolution of workforce analytics and the roles of human resources professionals, and by incorporating input on best practices from expert people strategists, authors Dan Ward and Rob Tripp provide invaluable insight about how your organization can adjust to turnover seamlessly and do so in a way that produces even better results.
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About the author

DAN WARD is associate department head, Cyber Intelligence and Intelligence Community Workforce for the MITRE Corporation.

ROB TRIPP is workforce planning manager for Ford. BILL MAKI is the retired director of strategic workforce planning for Weyerhaeuser and past president of the Human Resource Planning Society.

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Additional Information

Publisher
AMACOM
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Published on
Nov 30, 2012
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Pages
288
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ISBN
9780814432488
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Language
English
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Genres
Business & Economics / Human Resources & Personnel Management
Business & Economics / Organizational Development
Business & Economics / Strategic Planning
Business & Economics / Workplace Culture
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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The purpose of this book is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms’ performance.

This book critically discusses the theoretical and empirical aspects of the relationship between strategic HRM and organisational performance. Ostensibly, when compared to earlier forms of people management, the essence of HRM was a closer alignment of the procedures and processes concerned with work and employment relationships to overall organisational objectives. Much of the HRM literature holds that specific HRM practices are likely to serve as a major source of competitive advantage. This belief has led to research into the link between HRM and performance. However, somewhat less clear is what specific HR practices are most likely to enhance performance, and, indeed, how performance may best be measured. This book, accordingly, seeks to explore which HR practices are most closely associated with better organisational performance according to subjective and objective measures. It also seeks to shed new light on the relationship between subjective and objective measures of organisational performance, and the relative reliability of the former in assessing the effectiveness of specific HR practices. The book also explores other important HR issues such as the role of the HR director, strategic HR involvement, and HR devolvement. Moreover, it has been argued that it is an interrelated system of HR practices or HR complementarities that enhance performance, with one practice encountered on its own not having the same result as when encountered in combination with others. This particular issue is also discussed in depth in this book.

In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace.

The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment. New technologies continue to disrupt how, when, and where work is done and should be managed. The workforce is becoming more diverse. Sustainability has joined profitability as a key business goal. All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern.

But too many organizations still use a job-based, bureaucratic talent management approach that doesn't take into account how the world has changed. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time.

Lawler says that talent management has to be reinvented. It needs to be closely linked to the organization's overall strategy. Recruitment and talent management should be driven by the skills and competencies the organization needs for long-term growth. This means talent management requires agile systems that can respond quickly to changing conditions and that take a more individualized approach to evaluating and rewarding performance. And everything talent management does has to be based on evidence, not tradition.

Lawler looks at attracting, selecting, developing, rewarding, managing, and organizing talent through this new lens. In today's world, organizations have to constantly reinvent themselves—and talent management must do the same.
The award-winning engineer, Air Force lieutenant colonel, and author of F.I.R.E offers a road map for designing winning new products, services, and business models, and shows how to avoid complexity-related pitfalls in the process. With a foreword by design guru Don Norman.

Humans make things every day, whether it’s composing an e-mail, cooking a meal, or constructing the Mars Rover. While complexity is often necessary in the development process, unnecessary complexity adds complications. The Simplicity Cycle provides the secret to striking the proper balance. Dan Ward shines a light on how complexity affects the things we make for good or ill, taking us on a journey through the process of making things, with a particular focus on identifying and avoiding complexity-related pitfalls.

The standard development process involves increasing complexity to improve the outcome, Ward explains. The problem comes when the complexity starts getting in the way—but often we don’t know where that point is until we pass it. He suggests a number of techniques for identifying the problem and fixing it, including how to overcome several types of wrongheaded thinking—such as the idea that complexity and quality are the same. In clear, compelling language, and using his trademark mix of examples from research, personal experience, and pop culture, Ward offers a universal concept, visually described with a single, evolving diagram.

Ideal for business leaders and technologists, The Simplicity Cycle is helpful for anyone looking to simplify and improve everything we do, whether we work in an office, at home, or at the Pentagon.

The Phoenix Project wowed over a half-million readers. Now comes The Unicorn Project!

“The Unicorn Project is amazing, and I loved it 100 times more than The Phoenix Project…”—FERNANDO CORNAGO, Senior Director Platform Engineering, Adidas

“Gene Kim does a masterful job of showing how … the efforts of many create lasting business advantages for all.”—DR. STEVEN SPEAR, author of The High-Velocity Edge, Sr. Lecturer at MIT, and principal of HVE LLC.

“The Unicorn Project is so clever, so good, so crazy enlightening!”––CORNELIA DAVIS, Vice President Of Technology at Pivotal Software, Inc., Author of Cloud Native Patterns

This highly anticipated follow-up to the bestselling title The Phoenix Project takes another look at Parts Unlimited, this time from the perspective of software development.

In The Unicorn Project, we follow Maxine, a senior lead developer and architect, as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy and to work within a system where no one can get anything done without endless committees, paperwork, and approvals.

One day, she is approached by a ragtag bunch of misfits who say they want to overthrow the existing order, to liberate developers, to bring joy back to technology work, and to enable the business to win in a time of digital disruption. To her surprise, she finds herself drawn ever further into this movement, eventually becoming one of the leaders of the Rebellion, which puts her in the crosshairs of some familiar and very dangerous enemies.

The Age of Software is here, and another mass extinction event looms—this is a story about rebel developers and business leaders working together, racing against time to innovate, survive, and thrive in a time of unprecedented uncertainty...and opportunity.

“The Unicorn Project provides insanely useful insights on how to improve your technology business.”—DOMINICA DEGRANDIS, author of Making Work Visible and Director of Digital Transformation at Tasktop

———

“My goal in writing The Unicorn Project was to explore and reveal the necessary but invisible structures required to make developers (and all engineers) productive, and reveal the devastating effects of technical debt and complexity. I hope this book can create common ground for technology and business leaders to leave the past behind, and co-create a better future together.”—Gene Kim, November 2019
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