Capital. Management: A. High-. Risk. Area. The early years of the 21st century
are proving to be a period of profound transition for our world, our country, and
our government. As the governmentwide perspective volume of this series makes
...
Intended to help Federal agency leaders better manage their organizations' most important asset -- their people. Federal agencies that acquire, develop, and retain high performing employees with the appropriate skills and competencies are better able to respond to the needs of the public on a daily basis and in times of crisis. This model is designed to help agency leaders effectively use their people, or human capital, and determine how well they integrate human capital considerations into daily decision-making and planning. The model highlights the importance of a sustained commitment by agency leaders to maximize the value of their agencies' human capital and manage related risks.
Strategic Human Capital Planning Human Capital Cornerstone Acquiring,
Developing, and Ftetaining Talent Critical Success. l l Human Capital
Cornerstone ' Critical Success 1 Factors Integration and Alignment Data-Driven
Human Capital ...
Human Capital Management (HCM) has been described as a high-level strategic issue that seeks to analyse, measure and evaluate how people policies and practices create value. Put simply, HCM is about creating and demonstrating the value that great people and great people management add to an organization. This unique book describes how HCM provides a bridge between human resource management and business strategy. It also demonstrates how organizations can use the concepts of human resource management and the processes involved to enhance the value they obtain from people while continuing to meet their aspirations and needs. Armstrong and Baron explain how to achieve these objectives using various approaches including: Describing the concepts of HCM and how the process works; Examining the practice of HCM with regard to measurement and reporting; Discussing the various applications of HCM with regard to HR strategy formulation, learning and development, knowledge management, performance management, reward management and talent management; and examining the role of HR in HCM and the future of the concept. It also contains an appendix a toolkit which organizations can use to develop their own HCM policies and practices.
Organizational capital is created by people (human capital) but is also the
outcome of social capital interactions. It belongs to the firm and can be developed
by knowledge management processes that aim to obtain and record explicit and
tacit ...
