Book description
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.
Table of contents
- Copyright
- Praise for The New Human Capital Strategy
- Foreword
- Introduction: A Systematic Approach to Growing Your Human Capital
-
One. Designing the Blueprint
- One. A New Source of Competitive Advantage
- Two. The New Human Capital Strategy
-
Three. Creating Capabilities to Execute the Blueprint
- Today’s Human Resources Function
- Today’s Performance Gap
- Aligning the HR Structure
- Fixing HR Systems
- Shifting Values from the Internal to the External
- Using HR Skills to Provide Change Leadership
- Conclusion
- Notes
-
Two. Building the System
- Four. Effective Executive Teams
-
Five. Leaders Who Deliver Results
- Leadership Development: The Current State
-
Building Leadership Excellence: A Roadmap
- Organizational Capabilities for Improving Leadership Performance
- A Results-Based Definition of Leadership
- Creating Integrated Leadership Development Initiatives
- Growing High Potentials
- Measuring and Managing with Discipline
- Measuring and Managing for Leadership Performance Improvements
- Measuring and Managing Leadership Pipelines
- Conclusion
- Notes
- Six. Key Position Excellence
-
Seven. Improving Workforce Performance
-
Performance Improvement: The Current State
- “Putting Teeth” in Performance Management
-
What’s Wrong with Today’s Appraisals?
- Problem #1: Appraisals Often Misalign the Company
- Problem #2: Appraisals Are Not Perceived as Valid
- Problem #3: Forced Distributions Ensure Demotivation and Lack of Cooperation
- Problem #4: Appraisals Create Manager-Employee Contention
- Problem #5: Appraisals May Systematically Reduce Performance Levels
- Building a High-Performance Organization: The Roadmap
- Conclusion
- Notes
-
Performance Improvement: The Current State
- Eight. Putting It All Together
Product information
- Title: The New Human Capital Strategy: Improving the Value of Your Most Important Investment—Year after Year
- Author(s):
- Release date: January 2008
- Publisher(s): AMACOM
- ISBN: None
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