Strategic human capital management: creating value through people

First edition

By

Jon Ingham, Director, Buck Consultants and Executive Consultant, Strategic Dynamics Consultancy Services Ltd. 

Description

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 organisation 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 recognises 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 assets, 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.

Audience

Senior HR professionals (business players / strategic partners); Change and OD practitioners; academics and participants on Post Graduate and Executive Strategic HR programmes. People who want to get the best results from their people. Some of the context for the book is UK specific but the tools and models apply worldwide. 

Contents

Accounting for People; the corporate transparency triangle; data, information and knowledge; mental models for thinking about human capital – causal chains, dynamic systems and complex processes; basic and best practice people management processes; best fit; financial, customer, human, organisational and social capital; managing and measuring intangibles; the value triangle – value for money, added value and created value; three levels of people management strategy – personnel, human resource management, human capital management; talent management and career partnerships; scorecards and strategy maps; the HCM value chain and value matrix; using the value matrix; the strategic HCM planning cycle; strategy development – alignment and creativity; tools for creativity; measurement for learning (not for control); return on investment; levels and types of benchmarking; management of human capital – standards, objectives and stretch goals; reporting to the government and regulators, investors and other stakeholders, employees, management and the Board; HR, other roles and technology in HCM.

For further details on the book, please send your contact details to us at:
campaignforperformance@buckconsultants.com