HR Transformation: Building Human Resources From the Outside In
1st Edition
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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
Program Details
I. A HANDBOOK FOR HR TRANSFORMATION
Chapter 1: Introduction to HR Transformation
Phase 1—Business Context (Why)
Chapter 2: Why Do the Transformation?
Phase 2—Lay the Groundwork (What)
Chapter 3: What Are the Outcomes of the HR Transformation?
Phase 3—Make the Transformation (How)
Chapter 4: Redesign the HR Department
Chapter 5: How to Do the Transformation
Chapter 6: Upgrade HR Professionals
Phase 4—Create New Patterns (Who)
Chapter 7: Share Accountability for the Transformation
Chapter 8: Making It Happen
II. TALES FROM THE TRENCHES: CASE STUDIES
Chapter 9: Flextronics: Building a Strategic HR Organization from Scratch
Chapter 10: Pfizer: A Journey to Smaller, Better, Faster
Chapter 11: Intel: Swinging the Pendulum from Tactical to Strategic
Chapter 12: HR Transformation at Takeda
III. APPENDIXES
Appendix 1: HR Transformation Tools
Appendix 2: Recommended Reading
Appendix 3: Contributor Bios
Index
I. A HANDBOOK FOR HR TRANSFORMATION
Chapter 1: Introduction to HR Transformation
Phase 1—Business Context (Why)
Chapter 2: Why Do the Transformation?
Phase 2—Lay the Groundwork (What)
Chapter 3: What Are the Outcomes of the HR Transformation?
Phase 3—Make the Transformation (How)
Chapter 4: Redesign the HR Department
Chapter 5: How to Do the Transformation
Chapter 6: Upgrade HR Professionals
Phase 4—Create New Patterns (Who)
Chapter 7: Share Accountability for the Transformation
Chapter 8: Making It Happen
II. TALES FROM THE TRENCHES: CASE STUDIES
Chapter 9: Flextronics: Building a Strategic HR Organization from Scratch
Chapter 10: Pfizer: A Journey to Smaller, Better, Faster
Chapter 11: Intel: Swinging the Pendulum from Tactical to Strategic
Chapter 12: HR Transformation at Takeda
III. APPENDIXES
Appendix 1: HR Transformation Tools
Appendix 2: Recommended Reading
Appendix 3: Contributor Bios
Index
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