A01=Jon Ingham
activities
advanced human capital measurement strategies
Author_Jon Ingham
balanced
BBC's Leadership
BBC’s Leadership
BT Global Service
Business Process
capability
Category=KC
Category=KJC
Category=KJMV2
employee value creation
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
function
HCM.
High Performance Work System
Hr Benchmarking
Hr Efficiency
Hr Function
Hr Professional
Hr Programme
Hr Scorecard
Hr Strategy
Hr Team
HRM Approach
IIP
intangible
Intangible Capabilities
leadership case studies
Leadership Development
MIT Sloan Management Review
organisational behaviour
Pay For Performance
people
People Management Strategy
People UK
performance measurement models
practices
professionals
scorecard
Strategic Human Capital Management
Strategic Partner Role
strategy
talent optimisation
UK's Account
UK's Charter Institute
UK’s Account
UK’s Charter Institute
workforce engagement
Product details
- ISBN 9781138138971
- Weight: 453g
- Dimensions: 156 x 234mm
- Publication Date: 17 Dec 2015
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Hardback
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Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation’s most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics.
