Focuses on performance and developmental issues which are key to aligning HR and Business strategies Shows how HR strategists have leveraged their role to deliver key business objectivesCase studies and vignettes on managing change, influencing organizational development, identifying and retaining talent, and leadership development. “This book will add enormous value to the profession”,Dave Ulrich, University of Michigan, School of Business‘A hot issue….Linda Holbeche’s book explores both the why and the how, providing clear guidance and practical solutions.’David Hussey, Chief Editor, Croner’s Journal of Professional HRM“ 'Aligning HR strategy with business strategy' trips so easily off the tongues of HR directors that it belies the tremendously complex challenge that this represents. Anyone thinking of actually doing it should read Linda Holbeche's book first.Paul Kearns, author of The Bottom Line HR Function In brief What difference can an aspiring HR strategist really make to business value? Is HR making the most of its new opportunities to become a pivotal part of the business? In a world where HR can suffer from a low, administrative profile, Linda Holbeche shows how some HR strategists have impressed and delivered at the highest level. Building on surveys undertaken through Personnel Today magazine, and research via Roffey Park Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilised their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence.Case studies include Mergers & Acquisitions policies, organizational design, retaining high flyers in an international environment, and core competency approaches. Linda Holbeche's previous book on Motivating People in Lean Organizations was shortlisted for the MCA book prize in 1998.Contents  The need for strategic HRM - Beyond internal consultancy: the need for strategic Human Resources, The context for strategic human resources, Measuring the impact of strategic HRM, Aligning business and HR strategies, Strategies for managing and developing talent - Managing and rewarding for high performance, Working across organizational boundaries, Recruitment and retention strategies, Strategies for developing people, Developing effective career strategies, Developing international managers, High-potential assessment and succession planning, HR as a strategic function - HR strategists in action, International approaches to HRM, Implementing strategic change - Bringing about strategic change, Mergers and strategic alliances, Creating a learning culture, Conclusion, Index. Readership: HR Professionals and Senior HR Management, Change Management Personnel, HR Consultants and those on HR executive short courses.