Chapter
Part 1 The essence of HCM
Chapter - 1 The concept of human capital
PRACTICAL IMPLICATIONS OF INTELLECTUAL CAPITAL THEORY
Chapter - 2 The concept of HCM
THE CONCEPT OF HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY
Chapter - 3 The process of HCM
HUMAN CAPITAL MEASUREMENT
Part 2 The practice of HCM
Chapter - 4 Human capital data
PROBLEMS WITH DATA COLLECTION
A GUIDE TO DATA MANAGEMENT
Chapter - 5 Measuring human capital
CLASSIFICATION OF MEASURES
EXAMPLES OF APPROACHES TO MEASUREMENT
Chapter - 6 Human capital reporting
Chapter - 7 Applications of HCM
THE LINK BETWEEN HCM AND STRATEGIC HRM
HCM AND TALENT MANAGEMENT
HCM AND LEARNING AND DEVELOPMENT
PERFORMANCE MANAGEMENT AS A SOURCE OF HUMAN CAPITAL DATA
SUPPORTING AND DEVELOPING LINE MANAGERS
Part 3 The role and future of HCM
Chapter - 8 The role of HR in HCM
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
WORKING WITH THE OTHER FUNCTIONS
Chapter - 9 The skills HR specialists needfor HCM
DEVELOPING A NEW TEMPLATE FOR HR
HR VERSUS LINE MANAGER SKILLS
Chapter - 10 The future of HCM
THE LINK BETWEEN HCM AND BUSINESSSTRATEGY
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 OFHR SPECIALISTS
THE MEANING OF ADDED VALUE
WHAT IS MEANT BY REGARDING PEOPLE AS ASSETS
ANALYSING AND EVALUATING THE DATA
THE FUTURE OF EXTERNAL REPORTING
DO WE NEED TO ADOPT AN HCM APPROACH?
HOW DO WE ADOPT AN HCM APPROACH?
DECIDE AREAS TO BE COVERED BY HCM
IDENTIFY MEASURES REQUIRED AND AVAILABLE