Leadership-Driven HR

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and human resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David also teaches in three executive development programs at the Rotman School of Management at the University of Toronto, the Schulich School of Business at York University, and The University College of Cayman Islands. His doctorate is from the University of Toronto, and he has Masters degrees in Education and Psychology from Columbia University. David is also a Senior HR Professional (SHRP), an Institute Certified Director (ICD.D) with the Institute of Corporate Directors, an advisory board member of the Canadian Society for Training and Development, a Certified Training and Development Professional (CTDP), and a past Director on the Board of the Princess Margaret Hospital Foundation. He has been honored with the “HR Leadership Award” at the Asia-Pacific HR Congress, the “HR Distinction Award” from HR Israel, the “Distinguished Lecturer” certificate from the Government of Canada and the Government of Ontario, and the lifetime designation of “Fellow” from both HRPA and CSTD in Canada. David is a highly sought-after executive consultant, educator, and keynote speaker who has presented at over 200 conferences and is the author or co-author of five other business books: Innovative Intelligence (2011), Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). Leadership-Driven HR is his sixth book. For more information, visit www.weissinternational.ca and follow David@DrDavidWeiss.

• Acknowledgments xiiiPreface xviiAbout the Author: Dr. David S. Weiss xxviiPart One: Transforming HR 1Chapter One: Being Leadership-driven 3HR as a Driver of Business Leadership 5HR Drives Value Through Leaders 8HR is Driven to Lead 15Conclusion 19Summary 20Chapter Two: Line of Sight to The External Customer 21Stage 1: From Control to Service Providers 22Stage 2: From Service Providers to Partnerships 24Clear Line of Sight to the External Customer 25Implications for HR’s Internal Relationships 27Conclusion 31Summary 32Chapter Three: “Lighten Up” To Deliver Priorities 33Lighten Up to Rebalance Work 34Leadership and the Need to Lighten Up 34Lighten Up by Removing the “Noise” from the System 37The 4Ds: Delete, Delay, Distribute, Diminish 40Conclusion 48Summary 49Part Two: The Work of HR 51Chapter Four: The HR Triangle Chart 53People Capabilities, Organizational Capabilities, and HR Value Propositions 55Apply the Lighten-Up Process to the HR Triangle Chart 57Conclusion 59Summary 60Chapter Five: People Capabilities 61The Find People Capability 62The Develop People Capability 68The Retain People Capability 82Conclusion 88Summary 89Chapter Six: Organizational Capabilities 91Cultural Transformation and Implementing Change 92Restructuring and Design 93Organizational Alignment 99Return on Investment in Human Capital 108Conclusion 119Summary 120Part Three: The HR Value Proposition 123Chapter Seven: HR Value Proposition: An Overview 125The Seven Steps to Develop an HR Value Proposition 129Confirm that the HR Value Proposition Mitigates the Business Risk 130HR Must Partner to Deliver the HR Value Proposition 133Conclusion 134Summary 135Chapter Eight: Build Leadership Capacity 137Management Capacity Versus Leadership Capacity 138Element 1: Applying Innovative Intelligence 141Element 2: Applying Emotional Intelligence 147Element 3: Aligning Employees and Teams to the Future Direction 152Element 4: Engaging Employees and Teams with the Future Direction 155Integrating the Four Elements of Leadership Capacity 161Conclusion 163Summary 165Chapter Nine: Accelerate Culture Transformation 167Why Is Accelerating Culture Transformation So Challenging? 168What Is Culture? 169The Laser-Beam Approach to Culture Transformation 171Final Observations about Culture Transformation 187Conclusion 191Summary 192Chapter Ten: Implement Change 195Change and Transition 197Eight-Step Implementing Change Process 198Conclusion 229Summary 230Chapter Eleven: Making Leadership-driven HR Happen 233F: Forward Thinking 236O: Outside-In 240C: Co-Create 243U: Up-to-Date 250S: Synergies Within HR 252Conclusion 257Summary 260Index 263