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Strategic Human Resource Development

A Journey in Eight Stages

Overview

Editors:
  1. Matthias T. Meifert

    1. HRpepper GmbH & Co.KGaA, Berlin, Germany

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  • A systematic tour d'horizon of strategic HR development
  • A pragmatic approach in eight vividly explained stages
  • Including numerous case studies and pragmatic checklists
  • Includes supplementary material: sn.pub/extras

Part of the book series: Management for Professionals (MANAGPROF)

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Table of contents (19 chapters)

  1. Front Matter

    Pages i-xvi
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  2. What Is Strategic HR Development?

    1. Front Matter

      Pages 1-1
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    2. What Is Strategic About Strategic HR Development?

      • Matthias T. Meifert
      Pages 3-22

    3. The State of HR Development: Taking Stock

      • Walter Jochmann
      Pages 23-33

    4. Institutionalising HR Development: Strategic HR Development in Germany and Around the World

      • Rüdiger Kabst, Marius C. Wehner
      Pages 35-48

  3. Strategic HR Development in Eight Stages

    1. Front Matter

      Pages 49-49
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    2. Prologue: The Stages in Brief

      • Matthias T. Meifert
      Pages 51-60

    3. Stage 1: Strategies for HR Development

      • Philipp Hölzle
      Pages 61-80

    4. Stage 2: Controlling HR Development

      • Robert Girbig, Peter Härzke
      Pages 81-108

    5. Stage 3: Competence Management

      • Stefan Leinweber
      Pages 109-133

    6. Stage 4: Performance Management

      • Alexander v. Preen, Hans-Georg Blang, Giuseppe Costa, Wibke Schmidt
      Pages 135-157

    7. Stage 5: Talent Management

      • Nico Bödeker, Eberhard Hübbe
      Pages 159-179

    8. Stage 6: Qualification Management

      • Frederic Fredersdorf, Beate Glasmacher
      Pages 181-215

    9. Stage 7: Retention Management

      • Matthias T. Meifert
      Pages 217-232

    10. Stage 8: Culture Management

      • Julius Lassalle, Saskia-Maria Weh, Matthias T. Meifert
      Pages 233-251

  4. The Challenges of HR Development

    1. Front Matter

      Pages 253-253
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    2. Persuading How? How to Handle the Sponsors of PD Projects

      • Torsten Bittlingmaier
      Pages 255-263

    3. Responding How? Coping with Slimmer Budgets

      • Thomas Hartmann
      Pages 265-278

    4. Shaping What? Systematic HR Development in the Functional Cycle

      • Manfred Becker
      Pages 279-293

    5. Controlling How? Measure, So You Can Manage

      • Julia Lemmer, Matthias T. Meifert
      Pages 295-305
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Keywords

About this book

In an era that has brought new and unexpected challenges for virtually every company, one would be hard-pressed to find any responsible manager who is not thinking about what the future will bring. In the wake of these challenges, strategic planning has moved from being the reserve of large corporations to becoming an essential need for even small and medium-sized enterprises. But what good is even the most convincing strategic concept if the company’s people are unwilling or unable to put it into practice? The key is to develop people, and to develop them not only for the work of today, but also for the challenges that the future holds. Strategic HR development has become a decisive force for the success of any business. This book, edited by Matthias T. Meifert, shows us which basic considerations we need to remember and what strategic HR development means in practice. Its interesting and vivid approach takes the reader on a tour of the eight stages of HR development, introduces the critical factors, and highlights many practical recommendations for strategic HR development practice in business.

Editors and Affiliations

  • HRpepper GmbH & Co.KGaA, Berlin, Germany

    Matthias T. Meifert

About the editor

Meifert, Matthias T., PhD., born 1968, is a Partner at Kienbaum Management Consultants GmbH, Berlin, where he is in charge of the Human Resource Management unit. He is active as a management consultant, coach, and trainer, with a focus on aspects of strategic HR development, project management, effective HR management, the management of complex change projects, and leadership. He has advised and coached numerous individual managers and businesses on the practice and tools for leadership. In his work, he applies a consultancy concept that is highly practice-centric and holistic. His experience arises from his academic background in business education and from twelve years of management practice at a German corporate bank. Matthias Meifert has published numerous papers on topics including strategic HR development and cooperates actively with academic partners, such as the European Business School, Oestrich-Winkel.

Email: matthias.meifert@kienbaum.de

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