The Human Capital Imperative

Valuing Your Talent
 
 
Palgrave Macmillan (Verlag)
  • erschienen am 3. August 2018
 
  • Buch
  • |
  • Softcover
  • |
  • 292 Seiten
978-3-319-84087-1 (ISBN)
 
"Alan Coppin is a rare individual. His experience and insight span private and public sectors, charities, and the Armed Forces. The vital importance of human capital is the thread which has bound all this together. His book is a rich gold mine of data, research, wisdom and anecdote."


-Sir Gerry Grimstone, chairman of Standard Life, deputy chairman of Barclays, non-executive director of Deloitte and lead non-executive director at the Ministry of Defence


In this new book Alan Coppin, a leader with extensive cross-sector experience, draws on discussions with leaders in the public and private sectors, as well as from charities, the military and trade unions to offer you the ideas and practical applications that have proved effective in ensuring human capital is properly valued and managed.

Most business decisions are based on lag data - historical reporting of what happened last month, last quarter or last year. It's solid, real and comforting. Unfortunately, it's also not a very good indicator of what might happen next. The best lead data - information with genuine predictive power - comes from understanding your people and what they can deliver.All major organizations claim that people are their greatest asset and yet, at the first sign of problems, the first action they take is to fire people. Why, because employees are also an organisation's biggest liability in terms of cost - and their cost is much easier to quantify than their value. But, like any asset, human capital will only deliver its full value if it is properly understood, measured and managed.

The author offers you the tools you need to take the issue beyond the HR department and satisfy the number crunchers in the boardroom. With their help, you can make human capital part of the normal financial metrics essential to running a successful organisation.

Isn't it time you understood and managed the metrics that can predict your organization's future rather than relying on those that simply report on its past?
Softcover reprint of the original 1st ed. 2017
  • Englisch
  • Cham
  • |
  • Schweiz
Springer International Publishing
  • Für Beruf und Forschung
  • 2 s/w Abbildungen
  • |
  • 2 Illustrations, black and white; XV, 271 p. 2 illus.
  • Höhe: 235 mm
  • |
  • Breite: 155 mm
  • |
  • Dicke: 15 mm
  • 445 gr
978-3-319-84087-1 (9783319840871)
10.1007/978-3-319-49121-9
weitere Ausgaben werden ermittelt

Alan Coppin has had an extensive career in both private and public sector. After leaving a senior management consultant role at KPMG, he became CEO of international gaming and leisure company Wembley plc where he lead its turnaround. After that he held a position on the executive board of FTSE 100 company Compass Group plc as CEO of their Global Operating Division, before becoming CEO and Government Accounting Office of Historic Royal Palaces, overseeing an organizational culture change at the Tower of London, Hampton Court Palace, and Kensington Palace. He currently holds a number of nonexecutive and advisory posts as well as being Chair of the Sports Grounds Safety Authority and Trustee and Chair of the Campaign Board of the RAF Museums. He is the author of Timeless Management and Great Britons on Success.


CHAPTER ONE Introduction

CHAPTER TWO- Human Capital and Employee Engagement - Global and National Viewpoints

CHAPTER THREE - Board and Leadership Capital

CHAPTER FOUR- Strategy and Culture

CHAPTER FIVE -Organisation Structure and Design

CHAPTER SIX- Recruitment

CHAPTER SEVEN - Learning and Development

CHAPTER EIGHT -Engagement

CHAPTER NINE - Communication

CHAPTER TEN - Performance Management

CHAPTER ELEVEN - Health and Safety and Psychological Well Being

CHAPTER TWELVE - Diversity and Inclusion

CHAPTER THIRTEEN - Technology

CHAPTER FOURTEEN - Remuneration

CHAPTER FIFTEEN - The Public Sector

CHAPTER SIXTEEN - The Private Sector

CHAPTER SEVENTEEN - The Non Profit Sector

CHAPTER EIGHTEEN - The Outliers

CHAPTER NINETEEN- Institutes and Associations

CHAPTER TWENTY - Introduction

CHAPTER TWENTY ONE - Metrics

CHAPTER TWENTY TWO - Final Thoughts

"Alan Coppin is a rare individual. His experience and insight span private and public sectors, charities, and the Armed Forces. The vital importance of human capital is the thread which has bound all this together. His book is a rich gold mine of data, research, wisdom and anecdote."




-Sir Gerry Grimstone, chairman of Standard Life, deputy chairman of Barclays, non-executive director of Deloitte and lead non-executive director at the Ministry of Defence

In this new book Coppin and Marriott-Sims, leaders with extensive cross-sector experience, draw on discussions with leaders in the public and private sectors, as well as from charities, the military and trade unions to offer you the ideas and practical applications that have proved effective in ensuring human capital is properly valued and managed.

Most business decisions are based on lag data - historical reporting of what happened last month, last quarter or last year. It's solid, real and comforting. Unfortunately, it's also not a very good indicator of what might happen next. The best lead data - information with genuine predictive power - comes from understanding your people and what they can deliver.
All major organizations claim that people are their greatest asset and yet, at the first sign of problems, the first action they take is to fire people. Why, because employees are also an organisation's biggest liability in terms of cost - and their cost is much easier to quantify than their value. But, like any asset, human capital will only deliver its full value if it is properly understood, measured and managed.

The authors offer you the tools you need to take the issue beyond the HR department and satisfy the number crunchers in the boardroom. With their help, you can make human capital part of the normal financial metrics essential to running a successful organisation.

Isn't it time you understood and managed the metrics that can predict your organization's future rather than relying on those that simply report on its past?

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