Restructuring the human resources department : objectives, methods, results
- New York : American Management Association, 1997
- 99 p.
I - Introduction II - Report methodology III - Executive summary Overview Prime restructuring lesson Driving principles for restructuring HR Key findings The process of restructuring HR The new human resources organization The financial component: linking HR to be business How the new HR business model affects competitive advantage IV - Success factors The six leading indicators for successful restructuring Planning Business focus Communication Teamwork Commitment Benchmarking V - The process of restructuring HR Change reasons Time requirements Best practices used The current focus Future areas of concern The role of external consultants VI - The new human resources organization Human capital management: what it is what it looks like Functions and titles Structure and operations Staffing the HR function: new trends Administrative versus professional staff HR staff total employees HR management levels CEO and HR reporting relationship Restructuring's effect on the traditional HR function VII - The financial component: linking HR to the business Restructuring's effect on the HR budget Shifting HR responsibilities Decentralization and delegation Outsourcing Reassignment of HR staff Tangible benefits of restructuring Measures: evaluation of success VII - How to new HR business model affects competitive advantage Future human asset issues The top four concerns The HCM structure and company profitability Case studies IX - A model for restructuring HR Unisy's approach to reengineering HR A business need for change Reengineering defined Reengineering guidelines: step-by-step description Unisy's new business model X - How to design the HCM structure Key issues Key success points Ensuring effectiveness XI - Looking ahead: the 3R path to success Restructuring - reskilling - retaining Restructuring Reskilling Retaining The short, sure path to success XII - Appendix Worksheet Survey questionnaire Human resources restructuring study participants