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1. HR’s contribution to business strategy

3. Types of linkage between business & HR strategy two way linkage: mutual influence passing ships: independent HR and business strategies integrative business strategy informs HR actions

9. Service-Profit-Chain Model Line Management Company Culture Employee Commitment Customer satisfaction with service Customer spending intention Change in sales Employee Absence

12. People management integration business strategy horizontal integration vertical integration reward employee relations training & devt work orgn culture leadership style

15. Connecting business & HR strategies Business strategy HR strategy Business plans Imple- mentation Monitor Internal drivers External drivers

17. Establishing people priorities What causes people to come to work, be motivated and perform? What stops them from being effective?

18. A model of capability ability: skills, training education motivation: engagement involvement application: OD product market strategy access: resourcing recruitment succession Deployment Development Individual capability Organisational action

23. The ‘default’ operating model BU business partner BU business partner BU business partner BU business partner BU business partner consultancy pool centres of expertise shared services Corporate HR

27. A strategic review of recruitment and retention Market availability Organisational impact H L H L Outsource Commoditise Attract & retain

28. Different propositions for different groups Hire Exploit Fire Attract Retain Nurture

33. Improve measurement HR efficiency People Management effectiveness People management efficiency HR effectiveness

34. Examples of measures in multi dimensional measurement Customer views Process metrics Ratios Human Capital Cost/Income against headcount Strategic alignment Functional positioning

35. Human capital measuring & doing internal external business performance managing people business goals HR policies & practices HCM measuring reporting acting

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