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High Performance HR: Leveraging Human Resources for Competitive Advantage Hardcover – January 25, 1999
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— 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
- Describes how the HR function should be positioned for the futureas 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 companys 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.
More About the Author
Top Customer Reviews
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.Read more ›
"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.