The new human capital strategy : improving the value of your most important investment--year after year

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010079799	HD4904.7 H28 2008	Open Access Book	Book	Searching... Unknown
Searching... PSZ JB	30000010202987	HD4904.7 H28 2008	Open Access Book	Book	Searching... Unknown

It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors', or even whether it improves year-over-year? And what is the strategy for continually improving that performance? The New Human Capital Strategy is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders. Proposing a radical shift in the way organizations measure and manage their people, the book asserts that competitive advantage is a function of four areas of strength: - effective executive teams - leaders who deliver results - outperforming competitors in key positions - workforce performance Using examples, research, and metrics, this essential guide provides readers with a system for ensuring that their people are more valuable this year than the last.

Author Notes

Bradley W. Hall, Ph.D. (Brookfield, CT) has been a senior HR executive for several top companies, including ABN AMRO Bank in Amsterdam, IBM, and AT&T Global Services. He is now head of the consulting firm Hall & Company, Inc. and teaches in Duke University's corporate education program.

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Hall, a human resources consultant who previously worked for several well-known global organizations, in this well-written book offers a practical, systematic approach to growing human capital. Termed human capital management (HCM), this system is designed to measure and manage human capital with the same discipline as financial capital and to assist managers in making progressively better human resource decisions. In particular, HCM is a results-oriented system for measuring and improving the performance of employees working in critical organizational roles. After an introduction to the whys and wherefores of the new approach, the book is divided into two parts: "Designing the Blueprint" and "Building the System." Hall makes the case for HCM as a new source of organizational competitive advantage and then offers sound insights into how to develop effective executive teams, develop leaders who deliver results, enhance the performance of employees in key positions, and improve overall workforce performance. The final chapter is designed to create a roadway for building and executing an organizational human capital strategy. This book provides a well-researched, pragmatic approach to developing human talent within a business setting. Summing Up: Recommended. Human resources professionals and upper-division undergraduate and graduate students. T. Gutteridge University of Toledo

Clayton M. Christensen

Foreword	p. ix
Introduction: A Systematic Approach to Growing Your Human Capital	p. 1
Time for a New Approach	p. 3
Today's Approach to Human Capital Management	p. 6
Shifting to a New Approach	p. 8
Why This Book Was Written	p. 11
Part 1 Designing the Blueprint
Chapter 1 A New Source of Competitive Advantage	p. 17
Maintaining Competitive Advantage	p. 18
Competing on Human Capital: What's It Worth?	p. 20
The Need for a New Paradigm	p. 23
Human Capital Management	p. 24
Executing the Human Capital Strategy	p. 31
The Outcomes of HCS	p. 36
Conclusion	p. 37
Chapter 2 The New Human Capital Strategy	p. 39
The Current State of HR Strategies	p. 40
Building a Human Capital Blueprint	p. 44
The Human Capital Theory	p. 47
The Human Capital Vision	p. 49
Setting the Human Capital Vision	p. 50
Strategic Human Capital Components	p. 51
Plans That Deliver Business Results	p. 55
Determining the Optimal Blueprint for Your Organization	p. 59
Conclusion	p. 63
Chapter 3 Creating Capabilities to Execute the Blueprint	p. 65
Today's Human Resources Function	p. 67
Today's Performance Gap	p. 70
Aligning the HR Structure	p. 76
Fixing HR Systems	p. 85
Shifting Values from the Internal to the External	p. 89
Using HR Skills to Provide Change Leadership	p. 94
Conclusion	p. 99
Part 2 Building the System
Chapter 4 Effective Executive Teams	p. 105
Why Are Executive Teams Important?	p. 107
Building the Executive Team	p. 107
Executive Team Design	p. 108
Improving Executive Team Performance: A Roadmap	p. 119
Conclusion	p. 127
Chapter 5 Leaders Who Deliver Results	p. 128
Leadership Development: The Current State	p. 130
Building Leadership Excellence: A Roadmap	p. 136
Conclusion	p. 157
Chapter 6 Key Position Excellence	p. 160
Key Position Performance: The Current State	p. 162
Key Position Excellence: The Roadmap	p. 172
Conclusion	p. 187
Chapter 7 Improving Workforce Performance	p. 189
Performance Improvement: The Current State	p. 192
Building a High-Performance Organization: The Roadmap	p. 200
Conclusion	p. 215
Chapter 8 Putting It All Together	p. 219
Step 1 Create Capabilities to Drive Change	p. 220
Step 2 Define Success	p. 226
Step 3 Create an Integrated Improvement Process	p. 229
Conclusion	p. 235
Index	p. 237

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