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High Performance HR: Leveraging Human Resources for Competitive Advantage Hardcover – January 25, 1999

4 out of 5 stars 2 customer reviews

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Editorial Reviews

Review

"This book clearly redefines the valuable role and impact HR can have in business. Particularly refreshing is the acknowledgment and definition of the link HR has with the external customer. I strongly recommend this book to all HR professionals considering a re-evaluation of their own HR function."
Ron Guest, Vice President, Human Resources, Bell Canada

"This book provides a valuable new way for HR professionals to think about their work, their department, and how they can become strategic players in their organization. David Weiss's examples and insights include such gems as the 'abandonment' principle: how to delay, dump, distribute, or diminish low value-added HR work. That alone is worth the price of the book. But there are lots of other jewels. Don't miss this important new book— a must-read for the forward-thinking HR professional."
Dr. Carol Beatty, Professor, Business School, Director, Industrial Relations Centre, Queen's University

"Finally, a book that shows us how to build the HR function into one that is truly valued as a strategic businiess partner— a must-read for all business leaders."
James Marchant, Vice President Human Resources, C-MAC Industries

"It is indeed refreshing to see a human resource book that focuses on external customers and treats human resources as a business and not just a staff function."
Dr. Jagdish N. Sheth, Charles H. Kellstadt Professor of Marketing, Goizueta Business School, Emory University

"It is brilliantly insightful. What I find so compelling about it is just how accurate a depiction it is of both HR reality and, hopefully, HR potential."
Lynn Evans, Vice President Human Resources, Nortel Networks

From the Inside Flap

A fresh perspective on the HR function, High Performance HR challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets—people and organizational processes. High Performance HR not only challenges HR’s traditional role, but also provides practical strategies for leveraging HR’s role, priorities, accountabilities, and organizational design. It positions the human resources function as a key business partner in helping any organization achieve its strategic goals. HR has an important role in aligning itself and all organizational functions to deliver value to the external customer and to ensure competitive advantage for the organization. HR’s focus should be on how to help people internally to deliver value externally. High Performance HR also focuses on what not to do—how and why HR should abandon specific types of work for a better fit with the company’s strategic goals. The focus is on abandoning work appropriately, focusing on alignment with corporate strategic objectives and on work that truly adds value. High Performance HR provides a roadmap for executives and HR leaders attempting to leverage the HR function for competitive advantage:
  • Describes how the HR function should be positioned for the future—as a strategic business partner, not simply as a service function.
  • Provides a practical roadmap to align HR with the rest of the company in a common strategic direction, in order to deliver value to the external customer.
  • Features questions and checklists that help assess the readiness of your company’s HR function to be a high performance department.
  • Explains how HR can organize and streamline its "traditional" work, as well as how it can help to transform the entire company through strategic business processes such as cultivating a flexible culture, championing strategic alignment, implementing change and transition, and insuring return on investment in human capital.
  • Defines clearly the expectations executives can and should have of their human resources leaders, an area that senior management often struggles with in assessing what the value should be from their HR function.
  • Proposes an innovative organizational design that aligns HR with other internal service businesses in the organization, to help the company succeed.
  • Gives HR professionals the concepts and practical strategies to revitalize their function and to deliver value to the company.
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Product Details

  • Hardcover: 336 pages
  • Publisher: Jossey-Bass; 1 edition (January 25, 1999)
  • Language: English
  • ISBN-10: 0471643858
  • ISBN-13: 978-0471643852
  • Product Dimensions: 6.2 x 1 x 9.4 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Best Sellers Rank: #5,134,408 in Books (See Top 100 in Books)

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Format: Hardcover
In all sectors of the economy competition has increased and changed, for instance by technological developments and vanishing trade barriers. The world of work changes like never before. Anybody who works is confronted with new work circumstances, new tasks and new demands. Old rules no longer apply. Organizations desperately look for new formulas of success. The human resources function, too, has to reflect on its own role and future, amidst all of this turbulence. That is what is happening now. HR slowly but surely has begun to transform itself fundamentally in many companies. This book is about that revolution.
The professionalization of the personnel function (nowadays usually called HR) first expressed itself in the development and implementation of procedures and systems for recruitment and selection, appraisal and reward, job descriptions and job evaluation and career development. At the same time the HR-person became the one who guarded the compliance with employee rights legislation.
In the last decade, the HR-function has increasingly become a target of criticism. The criticism is that the HR-function is too bureaucratic, controlling, too operationally focused, reactive and powerless. The author of this book, Weiss, says that HR indeed has not kept up with developments elsewhere in organizations. He says that HR professionals have become numb by the monopoly position they long enjoyed.

Weiss describes in High Impact HR not only how he views the role and positioning of HR in the future but also how HR can transform itself. An entire chapter even deals with the question how HR can systematically get rid of old activities by disposing of them, postponing them, or outsourcing them.
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Format: Hardcover
A fresh perspective on the HR function, "High-Impact HR" challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets - people and organizational processes.
"High-Impact HR" not only challenges HR's traditional role, but also provides practical strategies for transforming HR's role, priorities, accountabilities, and organizational design. It positions the human resources function as a key business partner in helping any organization achieve its strategic goals.
"High-Impact HR" also focuses on what 'not' to do - how and why HR should abandon specific types of work for a better fit with the company's strategic goals. It then provides a roadmap for executives and HR leaders attempting to transform the HR function for competitive advantage.
The book has been widely endorsed by major leaders in the field of HR. Here are some examples of endorsements:
"It is brilliantly insightful" Lynn Evans, Vice President Nortel Networks
"Finally a book that shows us how to build the HR function into one that is truly valued as a strategic business partner - a must-read for all business leaders." James Marchant, Vice President C-MAC Industries
"Don't miss this important new book- a must read for the forward-looking HR professional." Dr. Carol Beatty, Queen's University
"High-Impact HR" was the best selling book at the 1999 Human Resources Professional Association of Ontario Conference.
The National Post listed "High-Impact HR" as the #1 Human Resources bestseller at Books For Business on April 1, 1999 and on April 29, 1999.
The Globe and Mail listed "High-Impact HR" as the #8 best-selling business book at Books For Business.
Comment 11 of 16 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
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