Make It Happen in Practice: Creating a Differentiated Workforce at the American Heart Association

By: Richard W. Beatty and Brian E. Becker and Mark A. Huselid

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Synopsis: When it comes to workforce strategy, most line managers and HR professionals understand that the game has changed, but they aren't quite clear about the new rules. As a result, change is slow and often in the wrong direction. In this new era, you need to differentiate your workforce in its management, evaluation, and metrics, just like any other asset. The process involves developing the right strategy, the right jobs, the right workforce, and the right HR management practices. In short, you need to design workforce management systems from the top down and execute them from the bottom up. This chapter shows how to identify and implement the key lessons learned in designing and developing a differentiated workforce using the example of the American Heart Association. This chapter was originally published as chapter 7 of "The Differentiated Workforce: Transforming Talent into Strategic Impact."