What difference can the aspiring HR strategist really make to business value?

In the new edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies.

Featuring updated profiles and case studies from top HR strategists who have used their skills to deliver a variety of key business objectives, Aligning Human Resources and Business Strategy, 2nd edition provides inspiration and guidance on how to apply the theory to challenges in your organization.

Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.

Linda Holbeche is Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD). Linda chairs and speaks at meetings and conferences worldwide and appeared at number six in Human Resources magazine's HR most influential 2008 roll call of top industry thinkers.

part |2 pages

Part I The Need for Strategic Human Resources

chapter 2|37 pages

The Context for Strategic HR

chapter 3|23 pages

Transforming HR into a Strategic Partner

chapter 4|35 pages

Measuring the Impact of Strategic HRM

chapter 5|39 pages

Aligning Business and HR Strategy

part |2 pages

Part II Strategies for Managing and Developing Talent

chapter 6|29 pages

Recruitment and Retention Strategies

chapter 8|31 pages

Strategies for Developing People

chapter 9|25 pages

Developing Effective Career Strategies

chapter 10|20 pages

Developing International Managers

part |2 pages

Part III Human Resources as a Strategic Function

chapter 12|24 pages

Skills for HR Strategists

chapter 13|16 pages

Working Across Boundaries

chapter 14|24 pages

Global HRM

part |2 pages

Part IV Implementing Strategic Change

chapter 15|30 pages

Bringing about Culture Change

chapter 16|23 pages

Mergers and Acquisitions

chapter 17|17 pages

Creating a Learning Culture