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

Human capital management (HCM provides the key to unlocking great business performance. It focuses an organization's people management and development practices on maximizing the capability and engagement of all the people working for the organization. This valuable intangible capability, human capital, which enables the organization to take full advantage of optential business opportunities.



Jon Ingham is encouraged by the new thinking that has emerged in the area of human capital management. However, he belives that there is too much focus on the measurement of value created by HCM rather than the creation of that value. This book rebalances the agenda and brings a new, more strategic and more people-centered perspective to this increasingly important area.



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.



The book provides senior HR professionals, organizational development practitioners and business leaders with a thought-provoking review of the territory in HCM as well as a clear route map to support their own exploration.



Table of Contents :



Part 1. Creating value in HCM

1. Accounting for people

2. People management strategy dynamics

3. Best people management practices

4. Intangible capability through people

5. Creating value in people management

6. Managing and measuring human capital



Part 2. The strategic HCM planning cycle

7. HCM strategy development

8. HCM Measurement

9. HCM Benchmarking

10. HCM Implementation

11. HCM Reporting

12. HCM Roles and technology