HR Business Partnering
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HR Business Partnering: (HR Toolkits)

HR Business Partnering: (HR Toolkits)


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About the Book

Table of Contents:
Section - ONE: Introduction to HR Business Partnering; Chapter - 00: HR Partnering in the Public Sector; Chapter - 01: HR Business Partner Profile; Chapter - 02: Case Study: The Royal Bank of Scotland Group; Section - TWO: Tools for Implementing HR Business Partnering; Chapter - 03: Creating the Vision for HR; Chapter - 04: Making the Case for HR Business Partnering; Chapter - 05: Introduction to Stakeholder Mapping; Chapter - 06: Assessing Readiness for HR Business Partnering; Chapter - 07: Assessing the Readiness of HR; Chapter - 08: Considering Outsourcing; Chapter - 09: Identifying and Mapping HR Processes; Chapter - 10: HR Partnering in Small and Medium-Sized Organisations; Chapter - 11: Assessing Current Roles; Chapter - 12: Identifying Future HR Roles; Chapter - 13: The Skills Required; Chapter - 14: Drawing up an HR Business Partner Role Profile; Chapter - 15: Ensuring Effective Integration Between Roles and Structure; Chapter - 16: Lessons Learned from other Organisations; Section - THREE: Tools for Developing as an HR Business Partner; Chapter - 17: HR Business Partner Competencies; Chapter - 18: Influencing Skills Checklist; Chapter - 19: Gaining Credibility; Chapter - 20: Influencing Challenges; Chapter - 21: Demonstrating Added Value; Chapter - 22: Understanding Organisational Politics; Chapter - 23: Overseeing Projects; Chapter - 24: Using Consultancy Skills; Chapter - 25: Partnering Development Plans; Section - FOUR: Tools for HR Business Partners to use within the Business; Chapter - 26: Acting Strategically; Chapter - 27: Senior Team Review Framework; Chapter - 28: Developing HR Strategy; Chapter - 29: Ensuring Alignment; Chapter - 30: Developing Best Practice HR; Chapter - 31: Using Organisational Metrics; Section - FIVE: Tools for Assessing the Effectiveness of HR Business Partnering; Chapter - 32: Measuring HR Business Partner Effectiveness; Chapter - 33: Assessing the Effectiveness of HR Business Partners; Chapter - 34: Reviewing the Partnering Model

About the Author :
Shirley Dalziel has worked as a management consultant for the past 15 years. She is a Director of Develop UK, a consultancy specialising in HR Business Partnering. Judith Strange is also a Director of Develop UK. She has held senior HR positions at BskyB, Prudential and Energis, and is currently working on development programmes within private and public organisations. Mike Walters has 25 years' experience as an HR practitioner and consultant. UK-based, he has worked for Shell, the BBC, Ernst & Young, advised the CIPD and was Head of Human Resources for The Co-operative Bank.


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Product Details
  • ISBN-13: 9781789662726
  • Publisher: Kogan Page Ltd
  • Publisher Imprint: Kogan Page Ltd
  • Language: English
  • ISBN-10: 1789662729
  • Publisher Date: 23 Aug 2006
  • Binding: Digital (delivered electronically)
  • Series Title: HR Toolkits


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