Human Resources or Human Capital?: Managing People as AssetsAre people really an organisation's most important asset? Not necessarily; some may be liabilities - but others are the most important drivers of value that an organisation has. But...who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management - and how companies have done this in practice. Part Two shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation. |
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achieve activities analysis areas assess assets balance behaviours benefits building called cent Chapter communication competencies consultants continuous contribution cost creating culture defined described discussed effect employees engagement evaluation example expected experience external factors figure four function future give goals HR function human capital important improvement increase indicators individual initiatives interest internal investment involved issues knowledge leadership leading learning look measures motivation nature objectives operational organisation outcome output particularly performance planning Points policies positive potential practice problem productivity professional programmes projects questions ratios role senior share shows skills staff stakeholders strategy success surveys understanding value added