Lean Human Resources : Redesigning HR Processes for a Culture of Continuous Improvement, Second Edition

Cover -- Half Title -- Endorsement Page -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- About the Author -- Introduction -- Section I The Lean HR Manifesto -- Chapter 1 What Is Lean HR? -- What Is Possible with a Lean Transformation? -- What Is True Today About the Role of HR in Lean? -- Why HR Has Failed to Achieve This Vision -- What Is Lean HR? -- Differing Viewpoints of HR -- Myth #1: Lean HR Refers to Improving the Nonstrategic, Transactional Work of HR -- Reality: Applying Lean Methods to HR Should Only Be the Beginning of a Lean HR Initiative. Doing so Provides a Foundation That Prepares HR to Become a Valuable Resource for Companywide Improvement -- Opportunity: Optimize HR's Leadership Potential, Expertise, and Areas of Responsibility to Advance the Strategies and Activities of Lean Transformation -- Myth #2: With a Focus on Reducing Costs, Lean Initiatives Do Not Require HR involvement -- Reality: Increasingly, Lean Is Seen as a Cultural Initiative and, Therefore, Clearly Requires HR to Maximize Its Benefits -- Opportunity: Allow HR to Drastically Reduce the Waste of Human Capabilities -- Myth #3: HR Professionals Are Fundamentally Incapable of Contributing to Non-HR-Related Business Strategies, Including Lean -- Reality: Many Aspects of HR Are Capable of Driving Game-Changing Financial Results -- Opportunity: Build the Skills and Capabilities of HR to Increase Its Contribution to Exceptional Business Results -- Two Sides of HR -- Preparing to Expand HR's Strategic Role -- Chapter 2 A New Way to View Lean HR -- Defining Lean: The Seven Common Practices -- Practice 1: Maintain Customer Focus -- Common Customer Focus Practices -- Practice 2: Measure Improvements -- Common Measurable Improvement Practices -- Practice 3: Foster Broad Participation -- Common Broad Participation Practices.