"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?
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