The human capital imperative : valuing your talent

Description

"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? Read more... Abstract: "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? Front Matter ....Pages i-xv Front Matter ....Pages 1-1 Introduction (Alan Coppin)....Pages 3-9 Human Capital and Employee Engagement—Global and National Viewpoints (Alan Coppin)....Pages 11-22 Board Capital and Leadership Capital (Alan Coppin)....Pages 23-34 Front Matter ....Pages 35-35 Strategy and Culture (Alan Coppin)....Pages 37-43 Organisation Structure and Design (Alan Coppin)....Pages 45-49 Recruitment (Alan Coppin)....Pages 51-56 Learning and Development (Alan Coppin)....Pages 57-62 Employee Engagement (Alan Coppin)....Pages 63-70 Communication (Alan Coppin)....Pages 71-74 Performance Management (Alan Coppin)....Pages 75-81 Health and Safety and Psychological Wellbeing (Alan Coppin)....Pages 83-92 Diversity and Inclusion (Alan Coppin)....Pages 93-97 Technology (Alan Coppin)....Pages 99-103 Remuneration (Alan Coppin)....Pages 105-110 Front Matter ....Pages 111-112 Public Sector Leader Insights (Alan Coppin)....Pages 113-152 Private Sector Leader Insights (Alan Coppin)....Pages 153-176 Not-For-Profits’ Leaders Insights (Alan Coppin)....Pages 177-202 The Outliers (Alan Coppin)....Pages 203-218 Institutes and Associations (Alan Coppin)....Pages 219-237 Front Matter ....Pages 239-239 Introduction (Alan Coppin)....Pages 241-243 The Human Capital Metrics (Alan Coppin)....Pages 245-259 Front Matter ....Pages 261-261 Final Thoughts (Alan Coppin)....Pages 263-265 Back Matter ....Pages 267-271