LEADER 05391nam 2200697 450 001 9910820955003321 005 20200520144314.0 010 $a1-118-23392-1 010 $a1-118-92341-3 010 $a1-118-22023-4 035 $a(CKB)2550000001194521 035 $a(EBL)827115 035 $a(SSID)ssj0001111615 035 $a(PQKBManifestationID)11731262 035 $a(PQKBTitleCode)TC0001111615 035 $a(PQKBWorkID)11131444 035 $a(PQKB)10292829 035 $a(DLC) 2013046004 035 $a(Au-PeEL)EBL827115 035 $a(CaPaEBR)ebr10831318 035 $a(CaONFJC)MIL572459 035 $a(OCoLC)863100840 035 $a(CaSebORM)9781118233924 035 $a(MiAaPQ)EBC827115 035 $a(EXLCZ)992550000001194521 100 $a20140205h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCommon sense talent management $eusing strategic human resources to improve company performance /$fSteven T. Hunt 205 $a1st edition 210 1$aSan Francisco, California :$cJohn Wiley & Sons,$d2014. 210 4$dİ2014 215 $a1 online resource (466 p.) 300 $aDescription based upon print version of record. 311 $a0-470-44241-7 320 $aIncludes bibliographical references and index. 327 $aCommonsense Talent Management: Using Strategic Human Resources to Improve Company Performance; Copyright; Contents; Tables, Figures, and Discussions; Preface; Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award; 1.1 How This Book Is Structured; 1.2 The Role of HR Technology in Strategic HR; 1.3 Why This Book Matters; Notes; Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult; 2.1 The Fundamental Processes of Strategic HR; 2.2 Why Do We Need Strategic HR Departments?; 2.3 What Makes Strategic HR Difficult; 2.4 Conclusion; Notes 327 $aChapter 3: Business Execution and Strategic HR3.1 Defining Business Execution; 3.2 Assessing Business Execution Needs; 3.3 Using Strategic HR Processes to Support Business Execution; 3.4 Linking Specific Business Execution Drivers to Different HR Processes; 3.5 Increasing Strategic HR Process Maturity; 3.5.1 Right People Maturity Levels; 3.5.2 Right Things Maturity Levels; 3.5.3 Right Way Maturity Levels; 3.5.4 Right Development; 3.6 Integrating Strategic HR Processes; 3.7 Conclusion; Notes; Chapter 4: Right People: Designing Recruiting and Staffing Processes 327 $a4.1 Recruiting to Support Business Execution4.1.1 Quality of Hiring Decisions; 4.1.2 Quality of Sourcing; 4.1.3 Relationships and Networking; 4.1.4 Hiring Manager Involvement; 4.1.5 Integrated Talent Management; 4.2 Critical Recruiting Design Questions; 4.2.1 What Types of Jobs Are We Hiring For?; 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?; 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employee? 327 $a4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?4.2.5 How Will We Source Candidates?; 4.2.6 How Will We Select Candidates?; 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?; 4.2.8 How Will We Retain Employees after They Are Hired?; 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?; 4.3 Recruiting Process Maturity; 4.4 Conclusion; Notes; Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization; 5.1 What It Means to Be a "Goal-Driven" Organization 327 $a5.2 The Role of Goals in an Integrated Strategic HR System5.3 Goal Management Critical Design Questions; 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?; 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?; 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?; 5.3.4 How Is Employee Goal Accomplishment Measured?; 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? 327 $a5.3.6 How Are Goals Used to Support Employee Development and Career Growth? 330 $a A comprehensive guide to using strategic HR methods to increase company performance. This book explains what strategic human resources means, how it differs from other HR activities, and why it is critical to business performance. It walks through key questions for designing, deploying and integrating different strategic HR processes including staffing, performance management, compensation, succession management, and development. The book also addresses the role of technology in strategic HR, and discusses how to get companies to support, adopt, and maintain effective strategic HR processes 606 $aManpower planning 606 $aEmployee selection 606 $aPersonnel management 615 0$aManpower planning. 615 0$aEmployee selection. 615 0$aPersonnel management. 676 $a658.3/01 700 $aHunt$b Steven T.$f1965-$01689368 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910820955003321 996 $aCommon sense talent management$94064387 997 $aUNINA