10 Cooperative Financial Services: Linking Ethics, Engagement, and Employer Branding to Business Model Change
10.1 Introduction
10.2 CFS: Background
10.3 Business model change at CFS
10.4 Ethics, engagement, and branding at CFS
10.5 Making CFS receptive to change
10.6 Signaling the capability transformation needed
10.7 Embedding cultural change through leadership behavior and employer branding
10.8 Linking leadership and employer branding with business model change
10.9 Changes to the HR structure at CFS
10.10 The payoff: CFS performance in 2008
10.11 Key messages for HR directors
10.12 Conclusion: Getting engagement right
11 McDonald’s UK: From Corporate Reputation to Trust-Based HR
11.1 Introduction: Strategic context for McDonald’s UK
11.2 Initial resolve and purpose: Tackling employer reputation 2006–2008
11.3 Fundamental principles behind the HR trust strategy
11.4 What did McDonald’s do?
11.5 Reflections on the journey toward trust-based HR
11.6 Conclusion
12 Vodafone: Creating an HR Architecture for Sustainable Engagement
12.1 Introduction: The business journey
12.2 The one Vodafone transformation
12.3 Leading the original UK engagement journey
12.4 Vodafone’s thought process and general approach to engagement
12.5 Six employee touchpoints
12.6 Business partnering: A necessary condition
12.7 Initiating the Global Vodafone People Strategy: A common employee engagement strategy across one Vodafone
12.8 Developing intelligent global targets
12.9 Globalization and organizational restructuring at Vodafone: A tough test for engagement thinking
12.10 The employee engagement strategy at the global technology function
12.11 Communication, trust, and identification
12.12 Conclusions
13 The Future Scenario for Leading HR
13.1 Introduction
13.2 The death of HR?
13.3 Whither labor markets?
13.4 Whither trust and its impact on labor market behavior?
13.5 Whither the economics of HR service delivery?
13.6 Whither HR functional reputation?
13.7 Conclusions
Index
Nội dung
[...]... political space and implications for Leading HR 76 xii List of Figures and Tables xiii 4.2 Externally driven business model change: Key characteristics of the political space and implications for Leading HR 79 4.3 Internally driven business model change: Key characteristics of the political space and implications for Leading HR ... B 1 There are a range of business issues that are Leading HR into new roles and new contributions; 2 There are some Leading HR processes and practices that are highly embedded in the business, not just technically sophisticated in HR terms, that can assist in the meeting of this business challenge; 3 But both of the above are highly dependent upon Leading HR as a capability within the organization... School at Lancaster University His research focuses on capturing the impact of people and strategy on organizational performance Anthony researches and consults with some of the world’s leading organizations on strategic human capital management and its measurement, and outsourcing Recent books include The Mismanagement of Talent (2004) and, with Steve Fleetwood, Understanding the Performance of HR (2009)... the private sector consultancy leadership team He has a PhD in organizational studies from the University of St Andrews Matt Stripe: Matt is currently Assistant Vice President Human Resources for Nestlé SA, with responsibility for Human Resources and Global Talent Management for Nestlé’s Strategic Business Units, Sales and Marketing, Finance, and Head office Prior to this Matt was the HR Director for Nestlé... activity Helen has also held senior HR positions at Co-operative Financial Services, Barclays Bank, and Unilever She is passionate about developing talent and has an impressive background in introducing leadingedge talent initiatives in the organizations she works for John Whelan: John is currently the HR director for the United Kingdom (Programmes and Support) business of BAE Systems He has over 20 years... Introduction y some accounts the human resource (HR) function’s very existence is under threat It must, the story goes, increase its strategic capability This means unlocking and understanding what strategy is within businesses, and understanding the business and people models put in place to underpin strategic execution and delivery This challenge lies at the heart of Leading HR We have used this phrase... strategy, cognition at work, and changes in the employment relationship He is on the Editorial Boards of a number of leading HR journals and has published over 100 journal articles and chapters and several books In 2009 he was voted amongst the Top 15 Most Influential HR Thinkers by Human Resources Magazine Martin Hird is Executive Director at the Centre for Performance-led HR Martin has held a range... heads the Research & Publications Committee Anthony regularly speaks at international conferences and sits on a number of advisory boards in the HR space xiv About the Authors xv and is Editor of the Human Resources Business Review (HRBR) and sits on the editorial board of The HR Director Cary Cooper is Professor of Organizational Psychology and Health, Lancaster University Management School and Pro... Vodafone In particular we would like to thank the HR Directors who have cowritten the case study chapters in this book, for the additional access that they have provided and for the way that their knowledge and expertise has helped us shape the academic agendas that must be faced We would also like to give a special mention to Shashi Balain and Craig Marsh, who as Researchers in the Centre, and notable... change: Key characteristics of the political space and implications for Leading HR 82 4.4 Fluid business model change: Key characteristics of the political space and implications for Leading HR 84 6.1 Operationalizing the Golden Triangle the role of the CHRO 110 9.1 Contextual differences in service model that impact the engagement–performance . Library. A catalog record for this book is available from the Library of Congress. 10 9876543 21 19 18 17 16 15 14 13 12 11 10 Printed and bound by MPG Group, Bodmin and Kings Lynn To Sue, as always,. Fairhurst 11 .1 Introduction:StrategiccontextforMcDonald’sUK 210 11 .2 Initial resolve and purpose: Tackling employer reputation 2006–2008 . 212 11 .3 FundamentalprinciplesbehindtheHRtruststrategy 214 11 .4. Theservice-profitchain 18 0 11 .1 Theservice-profitchainatMcDonald’s 218 11 .2 McDonald’sinsightmap 219 11 .3 A model of trust-based HR . . 225 12 .1 TheoneVodafoneprogram 235 12 .2 Service-profit chain