Human Capital Management: Achieving Added Value through People | by Angela Baron and Michael Armstrong | ISBN: 9780749453848. HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY. HCM Toolkit. HCM SKILLS OF HR SPECIALISTS
Human Capital Management: Achieving Added Value through People
by Angela Baron and Michael Armstrong
ISBN:9780749453848
Explaining how managing human capital impacts business performance and profitability, this book describes how HCM works in practice, and identifies the specific skills HR specialists need to deliver effective HCM.
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Human Capital Management—Achieving Added Value through People
Foreword
Introduction
Part 1 – The Essence of HCM
Chapter 1 – The Concept of Human Capital
OVERVIEW
INTELLECTUAL CAPITAL
HUMAN CAPITAL
SOCIAL CAPITAL
ORGANIZATIONAL CAPITAL
PRACTICAL IMPLICATIONS OF INTELLECTUAL CAPITAL THEORY
CONCLUSIONS
Chapter 2 – The Concept of HCM
HCM DEFINED
AIMS OF HCM
RATIONALE FOR HCM
HCM AND HRM
THE CONCEPT OF HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY
CONCLUSIONS
Chapter 3 – The Process of HCM
OVERVIEW
HCM DRIVERS
THE HCM JOURNEY
HUMAN CAPITAL MEASUREMENT
HUMAN CAPITAL REPORTING
DRAWING CONCLUSIONS
GETTING INTO ACTION
PUTTING IT ALL TOGETHER
DEVELOPING HCM
Part 2 – The Practice of HCM
Chapter 4 – Human Capital Data
OVERALL CONSIDERATIONS
TYPES OF DATA
PROBLEMS WITH DATA COLLECTION
A GUIDE TO DATA MANAGEMENT
CONCLUSIONS
Chapter 5 – Measuring Human Capital
MEASUREMENT ISSUES
CLASSIFICATION OF MEASURES
DEVELOPING MEASURES
APPROACHES TO ANALYSIS
ANALYTICAL MODELS
EXAMPLES OF APPROACHES TO MEASUREMENT
CONCLUSIONS
Chapter 6 – Human Capital Reporting
OVERVIEW
INTERNAL REPORTING
EXTERNAL REPORTING
CONCLUSIONS
Chapter 7 – Applications of HCM
OVERVIEW
THE LINK BETWEEN HCM AND STRATEGIC HRM
HCM AND TALENT MANAGEMENT
HCM AND LEARNING AND DEVELOPMENT
KNOWLEDGE MANAGEMENT
PERFORMANCE MANAGEMENT AS A SOURCE OF HUMAN CAPITAL DATA
REWARD MANAGEMENT
SUPPORTING AND DEVELOPING LINE MANAGERS
Part 3 – The Role and Future of HCM
Chapter 8 – The Role of HR in HCM
OVERVIEW
THE BUSINESS PARTNER CONCEPT AND HCM
HR’S ROLE IN DEVELOPING, ANALYSING AND USING HUMAN CAPITAL DATA
THE ROLE OF HR IN ENHANCING JOB ENGAGEMENT AND COMMITMENT
THE STRATEGIST ROLE
MAKING THE BUSINESS CASE
WORKING WITH THE OTHER FUNCTIONS
Chapter 9 – The Skills HR Specialists Need for HCM
OVERVIEW
CLOSING THE SKILLS GAP
DEVELOPING A NEW TEMPLATE FOR HR
HR VERSUS LINE MANAGER SKILLS
CONCLUSIONS
Chapter 10 – The Future of HCM
THE VIRTUES OF HCM
QUESTION MARKS ABOUT HCM
THE LINK BETWEEN HCM AND BUSINESS STRATEGY
ESTABLISHING THE LINK BETWEEN HR PRACTICE AND BUSINESS PERFORMANCE
INFORMATION ON INTANGIBLE VALUE FOR THE INVESTMENT COMMUNITY
CONVINCING SENIOR MANAGEMENT
ENLISTING THE INTEREST AND INVOLVEMENT OF LINE MANAGEMENT
CONVINCING HR SPECIALISTS
STAGED DEVELOPMENT OF HCM
DEVELOPING THE HCM SKILLS OF HR SPECIALISTS
THE MEANING OF ADDED VALUE
WHAT IS MEANT BY REGARDING PEOPLE AS ASSETS
SELECTING THE MEASURES
ANALYSING AND EVALUATING THE DATA
THE FUTURE OF EXTERNAL REPORTING
CONCLUSIONS
Appendix A – The HCM Toolkit
PURPOSE OF THE TOOLKIT
WHAT IS AN HCM APPROACH?
DO WE NEED TO ADOPT AN HCM APPROACH?
HOW DO WE ADOPT AN HCM APPROACH?
INTRODUCING HCM
DECIDE HCM GOALS
DECIDE AREAS TO BE COVERED BY HCM
IDENTIFY MEASURES REQUIRED AND AVAILABLE
DEVELOP INTERNAL REPORTS
DEVELOP EXTERNAL REPORTS
HOW DO WE OPERATE HCM?
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