Includes bibliographical references (pages 211-215) and index.
Cover -- Contents -- Foreword -- Introduction -- PART 1 THE STORY SO FAR -- Chapter 1 The changing nature of HR -- Chapter 2 The HR function now -- PART 2 WHERE NEXT FOR HR? -- Chapter 3 New role -- Chapter 4 New content -- Chapter 5 New relationships -- Chapter 6 New structures and roles -- Chapter 7 To make or buy -- Chapter 8 New skills -- Chapter 9 New technology -- Chapter 10 New approach to monitoring and evaluation -- PART 3 IMPEDIMENTS TO SUCCESS â#x80;¦ AND SOME SOLUTIONS -- Chapter 11 The challenge of positioning -- Chapter 12 Solutions to positioning challenges -- Chapter 13 Challenges with the operating model: structures and roles -- Chapter 14 Solutions to operating model problems -- Chapter 15 Challenges of capability -- Chapter 16 Capability solutions -- Chapter 17 What can we learn from other functions? -- Conclusion -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y.
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HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devo.
Strategic HR.
Industrial management.
Personnel management.
Belanghebbenden.
BUSINESS & ECONOMICS-- Human Resources & Personnel Management.