People analytics · models & decisions01
The HR value chain & causal chain
Connect HR investment with employee, operational and business outcomes—and test the links.
David E. Guest3 min
The strategy desk
Connect people. Purpose. Performance.
Frameworks for making choices about people, work and organisational capability. Use them to ask better questions, then test the answers.
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AMO framework02
Ability, motivation and opportunity
A performance problem may be about capability, willingness, or the chance to contribute. Diagnose before prescribing.
Thomas Bailey2 min
There is no single best way03
Contingency theory & strategic fit
Choose HR practices that fit the work and its context, while keeping legal and ethical standards consistent.
Paul R. Lawrence2 min
Capabilities that last04
The resource-based view
Look beyond headcount to the knowledge, relationships and routines that enable an organisation to do something distinctive.
Jay B. Barney2 min
Stakeholders & consequences05
The Harvard HRM framework
Connect people-policy choices with stakeholder interests and their longer-term effects on work, organisations and society.
Michael Beer, Bert Spector, Paul Lawrence, D. Quinn Mills2 min
What HR needs to deliver06
Ulrich’s four HR roles
Balance future strategy, change, dependable operations and employee contribution instead of treating “strategic” as a job title.
Dave Ulrich2 min
People analytics · models & decisions07
Workforce planning: demand, supply and capability
Translate strategy into workforce demand, available capacity, capability gaps and practical options.
Workforce-planning practice3 min
Mobilise & sustain change08
Kotter’s change framework
Use the framework to organise support and remove obstacles, with room for feedback rather than a rigid campaign script.
John P. Kotter2 min