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Transformative HR: How Great Companies Use Evidence-Based Change for Sustainable Advantage

Book Description

Proven HR strategies that can have a real impact on organizational success

This book demonstrates how some of the world's most admired and prominent organizations are redefining HR leadership by using evidence-based change to inform human capital decisions that optimize efficiency, effectiveness and strategic impact. The authors present the five foundational principles to the new HR decision science: Logic-driven analytics, segmentation, risk leverage, synergy and integration and optimization.

Includes practical suggestions and approaches to help executives put the book's principles into action

Contains insight based on the experiences of leading global organization such as PNC Bank, CME Group, Royal Bank of Scotland, Deutsche Telekom and Shanda Interactive Entertainment

Features in-depth case studies of 6 international companies: Coca-Cola, Khazanah Nasional Berhad, IBM, Ameriprise Financial, Royal Bank of Canada and Royal Bank of Scotland

This groundbreaking book reveals a new approach to deliver sustainable change and business results. It is enhanced with success stories from leading companies that engage leadership and involve employees in ways that make a lasting impact on their companies.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Contents
  5. Dedication
  6. Acknowledgments
  7. Introduction: The Promise of Evidence-Based Change
  8. Part One: The Five Principles of Evidence-Based Change
    1. Chapter 1: Information Overload or Persuasive Analytics?
      1. Understanding Logic-Driven Analytics
      2. Deutsche Telekom: Bringing the Logic of the Supply Chain to the Analytics of Leadership
      3. The One Thing You Should Take Away
    2. Chapter 2: Where are Your Pivotal Talent Segments?
      1. Supply-Side Segmentation
      2. Demand-Side Segmentation
      3. Return on Improved Performance
      4. Making Segmentation Happen
      5. CME Group: A Focus on Talent Segmentation
      6. The One Thing You Should Take Away
    3. Chapter 3: Risk
      1. A New Mind-Set Around Risk
      2. From Mind-Set to Tools and Helpful Frameworks
      3. PNC Bank: Creating Risk Leverage
      4. The One Thing You Should Take Away
    4. Chapter 4: Your HR Portfolio
      1. Integration and Synergy Within the HR Function
      2. Integration and Synergy Between HR and Other Organizational Units
      3. Integration and Synergy Between Organizational Units
      4. Shanda Interactive Entertainment, Ltd.: The Talent-Management Game
      5. The One Thing You Should Take Away
    5. Chapter 5: “Spreading Peanut Butter” or Optimizing Investments?
      1. The Optimization Mind-Set
      2. Smart and Tough Choices
      3. Royal Bank of Scotland Group: Optimizing Measurement
      4. The One Thing You Should Take Away
  9. Part Two: Six In-Depth Cases of Evidence-Based Change
    1. Chapter 6: Royal Bank of Canada’s HR Partnership
      1. A Diversity Program That Thrives on Integration
      2. Striving for Synergy
      3. From Diversity to Employee Opinion Surveys
      4. Building an Analytical Capability
      5. Integration and Employee Commitment
      6. Evidence-Based Change at RBC: Lessons Learned
    2. Chapter 7: Coca-Cola Combines Passion and Rigor
      1. Integration with Clear Strategic Frameworks
      2. Data-Driven Diversity
      3. Integration Without Squashing Flexibility
      4. Integration of Core HR Processes
      5. Evidence-Based Change at Coca-Cola: Lessons Learned
    3. Chapter 8: Khazanah Nasional’s Pursuit of Nation Building
      1. Doing and Feeling Leadership Development
      2. Successes, Problems, and Lessons
      3. Leadership Development Audit
      4. Evidence-Based Change at Khazanah Nasional: Lessons Learned
    4. Chapter 9: IBM’s Workforce Management Initiative
      1. Human Capital and Globally Integrated Enterprise
      2. The Workforce Management Initiative
      3. The Expertise Taxonomy
      4. A Peek at Implementation
      5. The Payoff
      6. Evidence-Based Change at IBM: Lessons Learned
    5. Chapter 10: Ameriprise Financial Reinvents its HR Function
      1. Getting the HR Basics Right
      2. Bringing Focus to the HR Function
      3. A Finance Expert Confronts HR
      4. Multimillion-Dollar Turnover and Other Opportunities
      5. Beyond Justifying HR
      6. Looking to the Future
      7. Evidence-Based Change at Ameriprise Financial: Lessons Learned
    6. Chapter 11: Royal Bank of Scotland Proves People Matter
      1. A History of HR Excellence
      2. Living Through the Crisis
      3. Past and Future
      4. Evidence-Based Change at RBS: Lessons Learned
  10. Conclusion: Reflections on What We’ve Learned
  11. Appendix: Summary of Lessons Learned
  12. About the Authors
  13. References
  14. Index