Lean Human Resources addresses a critical issue facing organisations undertaking lean transformation or attempting to create a lean culture of continuous improvement. People are the single biggest factor necessary to ensure success, but it is common for the role of the HR department to be overlooked.

Cheryl M. Jekiel, who has been implementing Lean initiatives out of HR offices for more than 20 years, defines the people-related approaches and practices required for success. She explains how the HR function must work hand-in-hand with senior leaders to alter the cultural dynamic that keeps employees from leveraging their peak abilities, analysing why so many companies allow this sort of waste to exist and how traditional HR departments have not been especially effective in combating waste.

The book provides continuous improvement professionals, executives and business owners with the means to maximize employee potential by showing them how to increase the improvement power of their HR departments. It also helps them understand what lean transformations can achieve with the correct investment of time, funds, resources and leadership approach. It is also the perfect introduction to lean for those working in HR, explaining the role they should take to support lean implementation and help their colleagues achieve their full potential.

Much has been learned since the first edition published five years ago based on the hundreds of conversations the author has had about Lean HR with people from all over the world. This new edition brings Lean Human Resources right up-to-date.

part I|56 pages

The Lean HR Manifesto

chapter 1|16 pages

What Is Lean HR?

chapter 2|22 pages

A New Way to View Lean HR

chapter 3|16 pages

Expand Lean Results with HR

part II|50 pages

Implementing Lean Cultures

chapter 5|14 pages

Leverage Lean to Drive Employee Engagement

chapter 6|20 pages

Lean Is a Culture Change

part III|68 pages

Implementing a Lean Talent Management System

chapter 7|24 pages

Lean Talent Management Optimizes Success

chapter 8|22 pages

Developing Lean Leaders

chapter 9|20 pages

Developing a Fully Engaged Workforce

part IV|44 pages

HR as a Model of Lean Practices and Behaviors

chapter 10|12 pages

Applying Lean to HR

chapter 11|16 pages

Development of Lean HR Professionals

chapter 12|14 pages

Lean HR Survey Processes

part V|24 pages


chapter 13|10 pages

The Big Picture

chapter 14|12 pages

It Takes a Village