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Strategic Human Capital Management Creating Value Through People

A blueprint for managing people and organizations in the 21st century.

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  • "A blueprint for managing people and organizations in the 21st century."@en
  • ""HCM provides the key to unlocking great business performance by aligning all people management and development practices with business goals, at the same time as really engaging employees to meet these objectives. HCM is a developing area, this book analyses the different perspectives to enable readers to make up their own minds on the debate. The currently emerging paradigm of HCM is of a science focused on measurement. This book proposes an art focused on management and leadership. The book is highly practical and is clearly structured in three parts: part one takes an overview of the latest thinking within the arena; part two looks at the processes involved and the final part focuses on implementation. It is a increasingly prominent area in the light of ongoing debate on operating guidelines for organizations. It simplifies the agenda, showing how seemingly different perspectives on HCM are all part of one holistic approach. It also includes case studies, action planning and a supporting website"--Resource description p."@en
  • "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. * outlines the key attributes of a strategic approach to HCM and captures these within a scorecard (the HCM Value Matrix). * provides a process for managing human capital using the scorecard (the Strategic HCM Planning Cycle). * Includes case studiesfrom leading organizations and commentary from HR practitioners and academics."
  • "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. * outlines the key attributes of a strategic approach to HCM and captures these within a scorecard (the HCM Value Matrix). * provides a process for managing human capital using the scorecard (the Strategic HCM Planning Cycle). * Includes case studiesfrom leading organizations and commentary from HR practitioners and academics."@en
  • "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 enable."@en
  • "HCM provides the key to unlocking great business performance by aligning all people management and development practices with business goals, at the same time as really engaging employees to meet these objectives. HCM is a developing area, this book analyses the different perspectives to enable readers to make up their own minds on the debate. The currently emerging paradigm of HCM is of a science focused on measurement. This book proposes an art focused on management and leadership. The book is highly practical and is clearly structured in three parts: part one takes an overview of the latest thinking within the arena; part two looks at the processes involved and the final part focuses on implementation. It is a increasingly prominent area in the light of ongoing debate on operating guidelines for organizations. It simplifies the agenda, showing how seemingly different perspectives on HCM are all part of one holistic approach. It also includes case studies, action planning and a supporting website."

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  • "Livres électroniques"
  • "Electronic books"
  • "Electronic books"@en

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  • "Strategic Human Capital Management Creating Value Through People"@en
  • "Strategic human capital management : creating value through people"
  • "Strategic human capital management creating value through people"@en
  • "Strategic human capital management creating value through people"
  • "Strategic Human Capital Management: Creating Value Through People"

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