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A Players or "A Positions"? The Strategic Logic of Workforce Management (Spanish version)
Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Article HBS-R0512GLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, ...Starting at €8.20
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Put Strategy, Not People, First: An Introduction to Differentiated Workforce Strategy
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3237BC-ELeadership and People ManagementSenior managers and readers of popular business literature are probably familiar with the mantra that people are the new source of competitive advantage. But despite all the talk about a new strategic emphasis on the workforce, most companies haven't yet capitalized on the opportunity for strategic success that effective workforce management can provide. The authors believe that a fundamental change in the entire approach to workforce strategy is...Starting at €8.20
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Establish Leadership Accountability for Workforce Success: The Line Manager's HR Role
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3246BC-ELeadership and People ManagementHow do we ensure that firms clearly understand the unique strategic capabilities required to execute their business strategies and develop a differentiated workforce strategy? The first step is to recognize that the workforce is not just HR's problem, and that line managers and HR leaders have joint responsibility for developing talent throughout the organization. Management must ensure that top talent is allocated to the strategic roles that cre...Starting at €8.20
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Design an HR Architecture for the Differentiated Workforce
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3247BC-ELeadership and People ManagementIt is important that a firm's workforce strategy--and its workforce--is as differentiated as its business strategy. In this chapter, the authors discuss the importance of developing a culture of accountability and a workforce philosophy to help drive succStarting at €8.20
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Sustaining Competitive Advantage: Competitive Strategy
Ly, Bryan S.; Vroom, GovertTechnical Note SMN-679-EInnovation and Change, Leadership and People ManagementIn "Value Creation & Capture", we discussed how firms gain competitive advantage and create value by making choices and trade-offs, allowing them to capture more value than rivals, and hence, generate greater profit. This note focuses on the internal analysis of a firm, concentrating on how a firm can combat imitation by utilizing its unique resources, capabilities, and core competencies. This resource-based approach emphasizes that the key to pr...Starting at €8.20
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Competitive dynamics: Competitive Strategy
Ly, Bryan S.; Vroom, GovertTechnical Note SMN-680-EInnovation and Change, Leadership and People ManagementThis technical note will discuss some of the main strategies firms employ in close competition with other firms and how game theory can be used to help shape a firm's competitive strategy.Starting at €8.20
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Competitive dynamics
Ly, Bryan S.; Vroom, GovertTechnical Note SMN-680Innovation and Change, Leadership and People ManagementEn la presente nota técnica se comentarán algunas de las principales estrategias que emplean las compañías con una gran rivalidad con otras empresas y cómo la teoría de juegos se puede utilizar para dar forma a la estrategia competitiva de las organizaciones.Starting at €8.20
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Value Creation and Capture: Competitive Strategy
Ly, Bryan S.; Vroom, GovertTechnical Note SMN-678-EInnovation and Change, Leadership and People ManagementThis note introduces the basic concepts of value creation and value capture, which are used as the building blocks for many other concepts, tools, and frameworks in Competitive Strategy. Defining these concepts allows us to think and talk more precisely about Competitive Strategy. They also allow us to make progress in our understanding of what strategies might actually work, and which are doomed to fail. In this note, we will also define some ot...Starting at €8.20
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Identify Strategic Positions: Which Jobs Are the Most Critical to Your Firm's Strategic Success
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3245BC-ELeadership and People ManagementClarifying your firm's strategy and the strategic capabilities needed to execute it is a crucial first step in the process of developing a differentiated workforce. The next step in the process is to identify the strategic jobs essential for delivering the firm's strategic capabilities, as well as the specific employee competencies and behaviors needed in these roles. This chapter addresses the differences between the authors' differentiated appr...Starting at €8.20
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Develop Strategic Workforce Measures: Differentiated Workforce Performance
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3248BC-ELeadership and People ManagementWhen thinking strategically about the workforce, senior managers are almost always motivated by concerns about both employee performance and, ultimately, firm performance. Senior HR executives are often asked to demonstrate HR's contribution to firm performance during a discussion of measures, but the available measures generate more questions than answers. The only way to ensure that you know what your measures mean and that you have the right m...Starting at €8.20