Human Resource Management
One book, placed in its field — what Sean R. Valentine, Patricia Meglich .'s book gets right, where it goes further than the rest, and what the rest of the field adds.
Mike West, Editor · HR Leader Guide · peopleleader.guide/guides/profile-human_resource_management_dessler
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Human Resource Management
One book, placed in its field — what Sean R. Valentine, Patricia Meglich .'s book gets right, where it goes further than the rest, and what the rest of the field adds.
Mike West, Editor · HR Leader Guide · peopleleader.guide/guides/profile-human_resource_management_dessler
The problem
Strategic Goal Achievement erodes when it is left to instinct instead of method.
You were taught the moves piecemeal, never the whole model.
Human Resource Management · Mike West, Editor · HR Leader Guide
The model
- 01Strategic HR Planning
- 02Talent Acquisition Practices
- 03Learning and Development
- 04Performance Management System
- 05Total Rewards System
- 06Positive Employee Relations Practices
- 07Required Employee Competencies
- 08Employee Engagement
Human Resource Management · Mike West, Editor · HR Leader Guide
Step 1 of 5 · Strategic HR Planning
Derive workforce requirements from strategy, not from last year's org chart plus a growth percentage.
Misconception
Strategic HR planning means having a headcount forecast and an annual HR budget that supports the business plan.
Reality
Alignment is not about resourcing existing HR activities to match growth; it is about deducing which specific employee behaviors your competitive strategy requires and re-engineering each HR system to produce exactly those behaviors.
Human Resource Management · Mike West, Editor · HR Leader Guide
Step 2 of 5 · Talent Acquisition Practices
Structure and standardization, not interviewer experience, are what make selection predictive.
Misconception
Experienced interviewers can reliably judge candidate fit through unstructured conversation.
Reality
Unstructured interviews have among the weakest predictive validity of any selection tool; structured interviews, work samples, and cognitive assessments predict on-the-job performance several times better and reduce adverse-impact exposure.
Human Resource Management · Mike West, Editor · HR Leader Guide
Step 3 of 5 · Learning and Development
Judge L&D by behavior change and business results, not attendance and satisfaction.
Misconception
High training volume—hours delivered, courses completed, positive satisfaction scores—signals a strong L&D function.
Reality
Completion and 'smile-sheet' satisfaction measure activity, not learning transfer; development creates value only when new skills change behavior and performance back on the job.
Human Resource Management · Mike West, Editor · HR Leader Guide
Step 4 of 5 · Performance Management System
Continuous feedback and goal alignment, not the annual form, are where performance management earns its keep.
Misconception
Performance management is the annual appraisal—the form, the rating, and the review meeting.
Reality
The appraisal event is the least valuable part; the value comes from ongoing goal alignment and frequent, specific feedback that lets people correct course while it still matters.
Human Resource Management · Mike West, Editor · HR Leader Guide
Step 5 of 5 · Total Rewards System
Fix perceived fairness before adding money; unfair pay can't be bought off.
Misconception
Higher pay is the most reliable lever for boosting motivation and retention.
Reality
Above-market pay attracts and retains but is a weak driver of day-to-day motivation; once pay is perceived as fair, non-financial rewards like recognition, autonomy, and growth do more to sustain effort—and poorly designed incentives can crowd out intrinsic motivation.
Human Resource Management · Mike West, Editor · HR Leader Guide
A framework to use
The Three Pillars of Fair Discipline
This framework is part of the full guide. See the guide →
Human Resource Management · Mike West, Editor · HR Leader Guide
The cheat sheet
- Strategic HR PlanningDerive workforce requirements from strategy, not from last year's org chart plus a growth percentage.
- Talent Acquisition PracticesStructure and standardization, not interviewer experience, are what make selection predictive.
- Learning and DevelopmentJudge L&D by behavior change and business results, not attendance and satisfaction.
- Performance Management SystemContinuous feedback and goal alignment, not the annual form, are where performance management earns its keep.
- Total Rewards SystemFix perceived fairness before adding money; unfair pay can't be bought off.
- Positive Employee Relations PracticesConsistency of application matters more than the specific rules you choose.
- Required Employee CompetenciesCompetencies must be strategy-specific and behaviorally observable, not generic virtues.
- Employee EngagementEngagement is investment in the work, not contentment with the workplace.
Human Resource Management · Mike West, Editor · HR Leader Guide
Sources
- Human Resource Management — Sean R. Valentine, Patricia Meglich .
Human Resource Management · Mike West, Editor · HR Leader Guide