Cover image for High-impact HR : transforming human resources for competitive advantage
High-impact HR : transforming human resources for competitive advantage
Weiss, David S. (David Solomon), 1953-
Publication Information:
Toronto ; Chichester : Wiley, [1999]

Physical Description:
xvi, 302 pages : illustrations ; 24 cm
Format :


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HF5549 .W43595 1999 Adult Non-Fiction Non-Fiction Area

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A fresh perspective on the HR function, High Performance HR challenges the traditional view of HR as a service function andreplaces it with a new vision of HR as an internal businessaccountable for the return on investment of essential corporateassets--people and organizational processes. HighPerformance HR not only challenges HR's traditional role,but also provides practical strategies for leveraging HR'srole, priorities, accountabilities, and organizational design.

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Author Notes

About the Author Dr. David Weiss is a Partner in the international human resources consulting firm of Geller, Shedletsky #38; Weiss. They specialize in providing consulting services in business strategy, organizational change, human resources development, management assessments, and career management. David Weiss has developed an extensive practice providing HR consulting and executive development to a wide range of clients throughout North America in many industries including telecommunications, pharmaceuticals and financial services. He specializes in redesigning human resource functions to provide strategic value to the company, facilitating senior executive strategic thinking processes and team building, realigning businesses to achieve customer focus, implementing national change management initiatives, and mediating conflicts in all aspects of employee management and customer relations to achieve effective solutions. David received his Doctorate from the University of Toronto and has two Masters degrees from Columbia University in New York. He is a Senior Fellow of the Industrial Relations Centre of Queen's University, a Past President of the Organizational Psychology Section of the Ontario Psychological Association, and an honored member of the International Who's Who of Professionals. He is a sought-after motivational speaker, trainer, and facilitator, and he is on the editorial board of the Canadian Learning Journal. He is the author of Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. High Performance HR is his second book. More information about David and his firm is available at

Table of Contents

Part 1 The Challenge
Chapter 1 The Irish Elk
The Focus for HR's Transformation
The Growth Curve
Phase 1 The Start-up Phase
Phase 2 The Growth Phase
Phase 3 The Mature Phase
Respond to Company Risk with HR Professional Discipline
Chapter 2 An HR Business within a Business
Business and Organizations
Becoming an HR Business within a Business
Align HR To Deliver Value to the External Customer
Redefining HR's Internal Client Relationships
All Roads Lead to the External Customer
Chapter 3 The Discipline of Abandonment
Why Disciplined Abandonment Is Important
Leadership and Abandonment
Abandonment and Removing "Noise" from the System
People, Organizational, and Business Processes
An Exercise in Abandonment
Three Kinds of Abandonment for HR
The Discipline of the "Tie Goes to the Runner" in Abandonment
Life After Abandonment
Part 2 People And Organizational Processes
Chapter 4 Core People Processes
The "Hatch" People Processes
The "Match" People Processes
Performance Development
Compensation and Recognition
Employee Services
The "Dispatch" People Processes
Delivering Core and Strategic Process Outcomes
Chapter 5 Organizational Value-Add
T: Technology as an Enabler to Allow Many of the New HR Activities to Occur
L: Learning-- Building a Continuous Learning Environment
C: Consulting to Enhance Organizational Performance
A Final Note on Organizational Value-Add Processes
Part 3 Strategic Business Processes
Chapter 6 Business Transformation: An Overview
Choosing the Priority Risks and Opportunities
HR Professional Must Be Strategic Partners to Deliver the Business Transformation
Two Contrasting Examples of HR's Potential Role in Business Transformation
The Next Four Chapters
Chapter 7 Cultivate a Flexible Culture
How to Cultivate a Flexible Culture
Create and Live the Shared Values
Develop Leaders Who Inspire Shared Meaning in the Work
Foster Organizational Elasticity
Insure Rewards and Recognition Support the Flexible Culture
Human Resources Enables the Flexible Culture
Chapter 8 Champion Strategic Alignment
The Five Areas of Strategic Alignment
1 Alignment to the Vision of the Company
2 Alignment with Other Strategic Teams and Changes within the Company
3 Alignment to the Customer's Needs
4 Alignment with Preferred Suppliers
5 Internal Alignment within the Strategic Team
How to Fail at Strategic Alignment
HR Measures 360 Alignment
Human Resources Models Strategic Alignment
Chapter 9 Implement Change and Transition
Change and Transition
The Process of Implementing Change and Transition
Element #1 Understand Competitive Forces and Customer Value
Element #2 Select Change Leaders and Define Accountabilities
Element #3 Identify the Preferred Future and the Urgency for the Change
Element #4 Engage Key Stakeholders and Identify Their Interests
Element #5 Plan the Change in Detail and Anticipate Contingencies
Element #6 Roll-Out: Communicate, Train and Help People Adjust to Gain Commitment to the Change
Element #7 Roll-In: Implement the Change and Make It Business As Usual
Element #8 Roll-On: Measure Results, Share Learnings and Continuously Improve
HR Applies the Implementing Change and Transition Process to Its Own Changes
Chapter 10 Insure a Return on Investment in Human Capital
The Strategic Value of the Return on Investment in Human Capital
Identifying a Metric of Human Capital
Calculating the Investment Made in Human Capital
Implications of RIHC for the HR "People and Organizational Processes"
The Assessment of the RIHC for Performance Development
HR Prepares Dynamic Reports on the Return on Investment in Human Capital
The HR Competencies Needed to Support RIHC Analysis
Benefits for HR When It Takes Accountability for RIHC
Barriers for HR in Leading the RIHC Business Transformation
Part 4 The Way Forward
Chapter 11 HR Structure, Roles, and Relationships
An Approach to Organizational Structure for HR
Roles and Relationships for the HR Strategic Partners
Roles and Relationships for the HR Process Owners
Roles and Relationships for the HR Strategy Council
Chapter 12 The Solution after Next: Integrating Internal Service Businesses
Five Levels of Integrating Internal Service Businesses
Level 1 Shared Learnings among Internal Service Businesses
Level 2 Integration through Joint Planning and Project Management
Level 3 Integration through Common Processes and Approaches but Still Operating Separately
Level 4 Integration through Collaborative Work for Specific Initiatives
Level 5 Structural Integration of Internal Service Businesses
The Extent to Which Internal Service Businesses Can Be Integrated
Epilogue: High Performance HR Professionals Lead the Transformation
Appendix: An Interview with Dr. David Weiss
A Comprehensive Reading List For HR Professionals