The human capital imperative : valuing your talent /

The human capital imperative : valuing your talent /

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Bibliographic Details
Author / Creator:COPPIN, ALAN.
Edition:1st ed. 2017.
Imprint:[Place of publication not identified] : Springer International, 2017.
Description:1 online resource
Language:English
Subject:
Human capital.
Personnel management.
Human capital.
Personnel management.
Format: E-Resource Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/11350207
Hidden Bibliographic Details
ISBN:9783319491219
3319491210
3319491202
9783319491202
Digital file characteristics:text file PDF
Notes:References5 Organisation Structure and Design; Definition and Importance; Design; New Mode of Organisation Structure; Organisation Size; References; 6 Recruitment; Recruitment; CEO, Chief Recruiter; Person Specification Models; Improving Job Descriptions; Psychometric Testing; Myers-Briggs; The Big Five; CEO Turnover; References; 7 Learning and Development; Organisational Benefits; Alignment with Strategy; Trends in Learning and Development; Learning Technologies; Leadership Development; Talent Management; The Development of leaves Assessing the Impact of Learning and Development Activity.
Summary:"Alan Coppin is a rare individual. His experience and insight span private and public sectors, charities, and the Armed Forces. The vital importance of human capital is the thread which has bound all this together. His book is a rich gold mine of data, research, wisdom and anecdote."--Sir Gerry Grimstone, chairman of Standard Life, deputy chairman of Barclays, non-executive director of Deloitte and lead non-executive director at the Ministry of Defence In this new book Coppin and Marriott-Sims, leaders with extensive cross-sector experience, draw on discussions with leaders in the public and private sectors, as well as from charities, the military and trade unions to offer you the ideas and practical applications that have proved effective in ensuring human capital is properly valued and managed. Most business decisions are based on lag data - historical reporting of what happened last month, last quarter or last year. It's solid, real and comforting. Unfortunately, it's also not a very good indicator of what might happen next. The best lead data - information with genuine predictive power - comes from understanding your people and what they can deliver. All major organizations claim that people are their greatest asset and yet, at the first sign of problems, the first action they take is to fire people. Why, because employees are also an organisation's biggest liability in terms of cost - and their cost is much easier to quantify than their value. But, like any asset, human capital will only deliver its full value if it is properly understood, measured and managed. The authors offer you the tools you need to take the issue beyond the HR department and satisfy the number crunchers in the boardroom. With their help, you can make human capital part of the normal financial metrics essential to running a successful organisation. Isn't it time you understood and managed the metrics that can predict your organization's future rather than relying on those that simply report on its past?
Other form:Print version: 3319491202 9783319491202
Standard no.:10.1007/978-3-319-49121-9
Table of Contents:
  • The Human Capital Imperative; Preface; Acknowledgements; Contents; List of Figures; Part I Introduction, Definition, National and Global Perspective; 1 Introduction; Definition of Human Capital; Cross-Sector Workforce Analysis; Diversity; Age Profiles; Contractual Bases; Part-Time Employment; Size of Organisation; Finances; Some Personal Insights; Positivity; Respect and Listening; Gratitude; References; 2 Human Capital and Employee Engagement-Global and National Viewpoints; The Productivity Gap; Implications of the Analysis; Global Trends in Employee Engagement; Ramifications of the surveys.
  • Governmental Interest and Potential InterventionReferences; 3 Board Capital and Leadership Capital; Board Capital; Leadership Capital; Leadership Styles; Servant Leadership and Inclusive Leadership; Middle Management; Public Sector Leadership Approaches; Conclusion on Leadership Styles; References; Part II The Eleven Critical Elements of the Human Capital Imperative; 4 Strategy and Culture; Definitions; Human Capital Strategy; Outsourcing and Offshoring; Mission and Vision Statements; Enhancing Mission Statements; Involvement of the Workforce; The Importance of 'Why'; Write Better Statements.
  • Economic Situation and Training SpendBoard Development; References; 8 Employee Engagement; Understanding Motivation; Employee Engagement Defined; The Difference Between Motivation, Satisfaction and Engagement; Why Employee Engagement is Important; The Unipart Way Example; References; 9 Communication; Listening; References; 10 Performance Management; Definition; Role of Leaders; Training, a Critical Enabler; Communication; Other Performance Management Methodologies; 360 Degree Feedback; Coaching; Learning and Development; Pay; Board Evaluation; References.
  • 11 Health and Safety and Psychological WellbeingHealth and Safety; Definition; Involvement of the Workforce; The Big Picture; Visible Felt Leadership at Marshalls Plc; Psychological Wellbeing; Definition; The Workwell Model; References; 12 Diversity and Inclusion; Definitions; Diversity; Inclusion; Why Important; References; 13 Technology; The Use of Technology in the Workplace; References; 14 Remuneration; The Importance of Pay Fairness; Zero-Hours Pay; Executive Pay; References; Part III Cross-Sector Leaders' Insights; 15 Public Sector Leader Insights.

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