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2020 | Buch

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Human Resources Strategies

Balancing Stability and Agility in Times of Digitization

verfasst von: Armin Trost

Verlag: Springer International Publishing

Buchreihe : Future of Business and Finance

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

The digitalization of businesses calls for new forms of leadership and collaboration, as traditional human resources strategies are reaching their limits. Personal responsibility, networking and diversity are increasingly recognized as key prerequisites for agility, adaptability and innovativeness.

This book encourages HR managers who want to be pioneers of, or support, digital transformation to rethink their HR strategies. It begins with a clear illustration of the difference between stability and agility in leadership and organization. Building on this, it then guides the reader through a broad range of relevant HR topics and how they compare to the new strategic orientation. All major aspects of HR management are addressed, including recruitment, learning, talent management, remuneration, performance management, corporate training, executive development and change management.

Providing a comprehensive, practical, differentiated and non-dogmatic alternative to traditional approaches, the book is a must-read for all those who are concerned with sustainable HR management in the era of digitalization.

Inhaltsverzeichnis

Frontmatter

1. HR in the Context of Digitization

Abstract

This chapter presents different roles that HR can have in the context of digitization. On this basis, the focus of the book as a whole is defined. As an enabler, how can HR contribute to the leadership and organizational understanding required by increasing digitization and agilization? A structured overview of the book is then given.

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2. Agility and Stability

Abstract

This chapter shows, how a hierarchical understanding of leadership and organization can develop in organizations striving for stability, and how this presents itself in agile, connected organizations. It is about corporate culture, rules, structures and management systems. In addition, different varieties of HR are presented. These are, in detail: (1) hire & pay, (2) central planning and control, and (3) people-centered enablement.

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3. Building an HR Strategy

Abstract

This chapter shows, step by step, how a human resources strategy should be developed. The starting point is the corporate strategy, the corporate purpose, the competitive advantage and the desired understanding of leadership and organization. Only then it does deal with HR in a more narrow sense. What are the critical, HR-relevant challenges? What are critical target functions in the company? Which HR version is appropriate? What are key HR topics and how should they be aligned strategically and in the light of the desired understanding of leadership and organization? A special aspect is the question of how an HR strategy can be developed in an international context.

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4. The Structural and Cultural Context

Abstract

When developing an HR strategy, the current and desired understanding of leadership and organization must be taken into account. Therefore, this chapter is dedicated to this structural and cultural context. Selected criteria will be presented, on the basis of which each company can develop an assessment of both its current and targeted situation. The focus here is on aspects that have to do with the tasks of the employees themselves, their level of self-determination, individuality, the dominant leadership style, the corporate culture and cooperation.

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5. Talent Acquisition and Selection

Abstract

This chapter deals with the question of how to attract and select new employees from the outside. All steps from the external presence as an employer in terms of employer branding and HR marketing to onboarding are covered. It becomes clear that very different strategies are required depending on workforce demand and the labour market situation. While traditional, passive strategies are fine for positions easy to be filled, modern, active approaches such as active sourcing, candidate retention, talent communities and candidate experience are required for hard-to-find needs. A different strategic orientation in onboarding results primarily from the understanding of leadership and organization.

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6. Goals, Assessment and Feedback

Abstract

This chapter deals with the usual concepts traditionally associated with performance management or the annual performance appraisal. In detail, this involves the agreement or determination of goals or objectives and performance expectations, the formal assessment of employees and feedback. It becomes clear that traditional concepts can work well in a hierarchical, stable context, but that they largely fail in an agile context. For the latter, alternative approaches are presented.

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7. Learning and Knowledge

Abstract

This chapter deals with the short and medium term acquisition of knowledge and skills. The focus is on vocational training, leadership development, continuous learning and knowledge management. It becomes clear that in a hierarchical, stable context learning is more planned and takes place in a formal framework far away from the reality of work. In agile and networked worlds, it is more likely to be based on self-directed, autonomous approaches that are close to operational reality.

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8. Development and Career

Abstract

In the broadest sense, this chapter deals with what most companies refer to as talent management, namely talent identification on the one hand and talent development and promotion on the other. In hierarchical companies striving for stability, both steps are more or less determined top down and based on previously defined competence requirements. In an agile context, talents bring themselves into play and independently go for instructive challenges. All this takes place in a supported and connected context. In addition and as a special key topic, this chapter deals with different types of expert careers.

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9. Remuneration

Abstract

In this chapter the meaning of remuneration is first discussed. Is salary a prerequisite or a consequence of work? After discussing different compensation policies, this chapter turns to base pay and variable pay. It becomes clear that different understandings of leadership and organization are reflected in the respective compensation systems. Depending on the understanding, it is assumed that fixed and variable pay are of varying importance in terms of motivation, fairness, social dynamics and talent acquisition.

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10. Engagement and Retention

Abstract

This chapter deals with aspects of HR that relate to the engagement, satisfaction, commitment and loyalty of employees. The first part describes the relevance of working conditions to the attractiveness experienced by employees. The second part focuses on the issue of employee surveys as the most common tool in this context. Finally, the topic of employee retention is examined in a differentiated way. In relation to all aspects it is discussed how the handling of these presents itself in a hierarchical, stable versus an agile, connected environment.

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11. HR Operation

Abstract

This chapter deals with infrastructural aspects of an HR strategy. In detail, the HR organization, the use of key figures and investment calculations as well as the use of digital technology are examined. It becomes clear that in agile organizations the business line plays a more central role than in traditionally managed companies. HR works more connected and closer to operational reality. In agile worlds, the use of key figures is of less importance than digitization would technically allow. The primary goal of technology is to make the lives of employees and managers easier, rather than the lives of HR professionals.

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12. Managing Change and Transformation

Abstract

Dealing with change and change management is treated in this chapter as a potential key HR topic. The main question here is what is to be understood by the word “change” in a hierarchical, stable context on the one hand and in an agile, connected environment on the other. It becomes clear that the classical understanding of “change” as a strategic, unique, top-down driven change is increasingly becoming more diffuse in agile worlds. The practical relevance of change management in this context is correspondingly different.

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13. Transformation into an Agile Future

Abstract

This book consistently juxtaposes hierarchical organizations striving for stability on the one hand with agile, connected organizations on the other. From this, implications for an HR strategy were derived for various key topics within HR. This chapter now deals with the question of how a company can succeed in transforming from one, traditional world to another, more agile world. The presentation of a generally valid patent recipe is deliberately omitted because it does not exist. After the specific challenges of such a transformation have been described, basic principles and success factors are presented.

Armin Trost

Backmatter

Titel: Human Resources Strategies
verfasst von: Armin Trost
Verlag: Springer International Publishing
Electronic ISBN: 978-3-030-30592-5
Print ISBN: 978-3-030-30591-8
DOI: https://doi.org/10.1007/978-3-030-30592-5

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Über dieses Buch

Inhaltsverzeichnis

Frontmatter

1. HR in the Context of Digitization

2. Agility and Stability

3. Building an HR Strategy

4. The Structural and Cultural Context

5. Talent Acquisition and Selection

6. Goals, Assessment and Feedback

7. Learning and Knowledge

8. Development and Career

9. Remuneration

10. Engagement and Retention

11. HR Operation

12. Managing Change and Transformation

13. Transformation into an Agile Future

Backmatter

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