Building Business Value Through Talent : The CEO and CHRO Partnership Guide.

Cover -- BUILDING BUSINESS VALUE THROUGH TALENT -- Endorsements -- BUILDING BUSINESS VALUE THROUGH TALENT: The CEO and CHRO Partnership Guide -- Copyright -- CONTENTS -- LIST OF FIGURES -- LIST OF TABLES -- ABOUT THE AUTHORS -- Dedication -- CHAPTER SUMMARIES -- INTRODUCTION -- THE FUTURE OF HR? IT ISN'T WHAT YOU THINK -- Who Moved My Table? -- A New HR Model -- Key Requirements: Strategy, Leadership, Process -- Overinvesting in Critical Talent -- Who Will Lead the New Model? -- 1. Important Instructions: At the Intersection of Talent and Market Value -- Algorithm in Action: Using Intellectual Capital to Evaluate Companies -- 2. Features at a Glance: Strategic Talent Function and Tools -- Workforce Planning -- Identify and Acquire -- Develop -- Manage Performance -- Compensate and Reward -- Manage Employment Brand -- Target Audience - The Human Capitalist Investor -- The Science Behind Employment Branding -- Executing an Employment Branding Project -- Caution: Chapter 2 Concluding Thoughts - Prerequisites for Installing the HR Operating Model -- HR Capability -- HR Function Mindset -- Linking HR Work to ROI -- 3. Installation: How to Start or Restart the Strategic HR Function -- 4. Controls: The Most Important Facets of the HR Operating Model and How They Can Be Monitored -- Two Types of HR Metrics -- Knowing Quality When We See It -- 5. Changing the Filter: Refreshing the HR Operating Model Over Time -- Internal -- External -- Critical versus Supporting Roles Designations -- Scenario 1 -- Scenario 2 -- Word of Caution on Using Recruitment Outsourcing Firms -- 6. Care and Maintenance: Actions Taken Periodically to Keep the HR Operating Model in Good Working Order -- Mix of People, Process, and Technology in the HR Function -- People -- Fixing the Foundation with Competencies -- The Talent Advisor: What Will It Take to Get There? -- Process.

An Unexpected Example of the Best Recruiting We've Seen -- Technology -- Effectively Adding Technology Usually Takes Longer Than Anyone Expects -- Technology without Process Design May Not Even Provide an Incremental Lift -- It's Too Good to Be True -- Nature of Costs (Variable, Fixed, Step) and Cost Drivers -- Zero-Based Planning and Budgeting -- Indexing Variable Costs -- Operating Metrics Deep Analysis -- Conclusion -- 7. Before You Call: A Checklist of What to Look at before Calling the Consultants -- GLOSSARY -- INDEX.

Building Business Value through Talent uniquely describes how a CEO and CHRO can accelerate business growth by working together to design and operationalize value-driven talent strategies.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.