Cet ouvrage apporte une contribution essentielle pour tous ceux qui souhaitent réussir dans la gestion des RH et surtout faire que cette fonction soit à sa vraie place : celle de la stratégie. Quel gestionnaire de ressources humaines ne connaît pas aujourd'hui les modélisations de Dave Ulrich? La célèbre typologie des rôles des professionnels RH (expert administratif, champion des employés, agent de changement, partenaire d'affaires) a indiscutablement contribué au renforcement de la légitimité de la fonction RH au sein des organisations.
Le nouveau livre de Dave Ulrich et Wayne Brockbank va lui aussi faire date dans l'histoire de la GRH. Soucieux du positionnement stratégique de la fonction RH, il reflète une évolution de plus en plus clairement perceptible dans les entreprises contemporaines. En effet, s'il veut participer à la création de valeur, le DRH doit désormais se préoccuper des multiples parties prenantes (stakeholders): le personnel certes, mais aussi les actionnaires, les clients, etc. Il convient dès lors qu'il soit de plus en plus à l'écoute des réalités externes.
Des défis nouveaux, tels que la guerre des talents entre concurrents ou la satisfaction des préoccupations éthiques des actionnaires en augmentant la valeur des "intangibles" sont désormais au centre de l'activité du gestionnaire des RH. La montée en puissance de la problématique du "marketing RH" dans les congrès et publications professionnelles montre combien cet ouvrage tombe à point nommé. De nombreux exemples, des encadrés de synthèse, des schémas rendent la lecture de cet ouvrage particulièrement attractive pour un large public, allant des étudiants aux professionnels, dans la sphère des ressources humaines et au-delà.
Named as BusinessWeek's #1 Management Educator, expert Dave Ulrich and his team of authors bring human resources a whole new way of thinking and practicing-moving the focus from internal issues to actively helping to set business strategies. Businesses of the future need "all hands on deck" when implementing new ways to stimulate grown and cost efficiency, and this includes human resources.
In HR Transformation, the team presents a four-phase model of transformation that shows you step-by-step how to make meaningful progress in contributing to the performance of your company by redesigning HR to work as a strategic partnership.
From the "#1 Management Educator & Guru"-BusinessWeek
"The authors have presented us with an accessible, readable, and practical illustration of a clear path for successful strategy execution in a complex environment."
-Majed Al Romaithi, Executive Director, Abu Dhabi Investment Authority
"HR can only transform organizations if it transforms HR. This book shows us how. HR Transformation would have been important in the past-it is critical now! We are entering a new world. HR Transformation can help our organizations thrive in the midst of uncertainty."
-Marshall Goldsmith, author of the Wall Street Journal bestsellers What Got You Here Won't Get You There and Succession: Are You Ready?
"Ulrich and his colleagues talk tough and provide a detailed blueprint for how those of us in the field can use our own tools to do a "720-degree" evaluation of ourselves. We cannot contribute to the success of our organizations until we upgrade ourselves."
-Linda A. Hill, Wallace Brett Donham Professor of Business Administration, Harvard Business School
"Based on groundbreaking research with hundreds of companies and thousands of executives, HR Transformation provides compelling theory and practical tools to create alignment between strategy, systems, and people. This important book should be read carefully by leadership teams everywhere."
-Mark Huselid, Professor of HR Strategy, Rutgers University, Co-author of The HR Scorecard, The Workforce Scorecard, and The Differentiated Workforce
Turn to the front matter for more than thirty rousing endorsements of HR Transformation.
INCLUDES CASE STUDIES FROM Intel, Pfizer, Takeda, Flextronics
Your Company Isn't Fast Enough. Here's How to Change That.
The traditional hierarchical organization is dead, but what replaces it? Numerous new models--the agile organization, the networked organization, and holacracy, to name a few--have emerged, but leaders need to know what really works. How do you build an organization that is responsive to fast-changing markets? What kind of organization delivers both speed and scale, and how do you lead it?
Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization. Based on their in-depth research at leading Chinese, US, and European firms such as Alibaba, Amazon, DiDi, Facebook, Google, Huawei, Supercell, and Tencent, and drawing from their synthesis of the latest organization research and practice, Yeung and Ulrich explain how to build a new kind of organization (a "market-oriented ecosystem") that responds to changing market opportunities with speed and scale. While other books address individual pieces of the puzzle, Reinventing the Organization offers a practical, integrated, six-step framework and looks at all the decisions leaders need to make--choosing the right strategies, capabilities, structure, culture, management tools, and leadership--to deliver radically greater value in fast-moving markets.
For any leader eager to build a stronger, more responsive organization and for all those in HR, organizational development, and consulting who will shape and deliver it, this book provides a much-needed roadmap for reinvention.
