Adaptive HR: impactful HR for the new and virtual world of work /

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""In the new world of work, HR must be strategic driver of organisational agility and capability.""_x000D__x000D_Developed more than 20 years ago, current HR models are no longer relevant in the new world of work. If HR is going to provide the value and impact needed right now, a...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Roux, Marianne (Autor)
Formato: eBook
Idioma:Inglés
Publicado: Randburg : Knowledge Resources, 2021.
Temas:
Personnel management.
Personnel > Direction.
Personnel management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • TABLE OF CONTENTS
  • ABOUT THE AUTHOR
  • FOREWORD
  • INTRODUCTION
  • CHAPTER 1: The future of work and the need for Adaptive HR
  • The future of work has hit harder and faster than expected and COVID-19 has heralded the start of the Virtual Age
  • There is an accelerated need for adaptive/agile and virtual organisations
  • Purpose as the key attractor
  • Employees will need to adapt, reskill and upskill continuously
  • HR needs to accelerate its transformation
  • CHAPTER 2: People Strategy for the new world of work
  • A great People Strategy is a competitive advantage for an organisation
  • Key new people imperatives are needed for the new world of work
  • COVID-19 has changed People Priorities
  • CHAPTER 3: Futureproof your HR Operating Model, Structure and Capabilities
  • HR functions have a credibility and impact problem
  • HR MUST become a critical driver of agility and capability
  • It is time to move beyond the Ulrich model
  • HR capabilities need to change fundamentally
  • CHAPTER 4: Design fundamentals for exceptional employee experiences
  • Pre-COVID and social disruption, the number one issue on the minds of HR professionals in 2020 was the general employee experience
  • now it is wellness and equity
  • Many organisations have not even started and those that have, are not doing a very good job
  • Employee experience uses employee journeys, design thinking, empathy mapping and analytics
  • Employee experience needs to include the digital experience
  • We need to urgently design for remote employee experiences
  • You have to measure the employee experience
  • CHAPTER 5: Modernise key talent processes
  • A new decade brings a new talent direction
  • Talent looks completely different in the new world of work
  • use Talent Portfolio Management
  • Managers are frustrated with the time it takes to hire talent and the quality of the talent
  • fix the process, the candidate experience and the employment brand
  • Managers and employees hate the performance management process
  • fix it!
  • Significant skill disruption changes the way in which organisational learning and development are viewed and operationalised
  • Well-being has become critical to organisational sustainability
  • Diversity, Equity and Inclusion is becoming a key talent and cultural attractor
  • CHAPTER 6: Becoming digital- and data-driven
  • PART ONE: Digitalise HR
  • PART TWO: Drive impact through the use of talent and people analytics
  • CHAPTER 7: Leading dual transformations and generative change
  • Organisation transformation and resilience is a partnership between OD, HR and the C-suite
  • Dual and "always on" transformation is the way to go
  • OD
  • you need to use dialogic and generative methods
  • Chapter 8: Redesigning organisations for a new reality

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