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| Foreword | |
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| Acknowledgements | |
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| Introduction | |
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| The essence of HCM | |
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| The concept of human capital | |
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| Intellectual capital | |
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| Human capital | |
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| Social capital | |
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| Organizational capital | |
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| Practical implications of intellectual capital theory | |
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| Conclusions | |
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| The concept of HCM | |
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| HCM defined | |
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| Aims of HCM | |
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| Rationale for HCM | |
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| HCM and HRM | |
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| The concept of human capital advantage and resource-based strategy | |
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| Conclusions | |
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| The process of HCM | |
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| HCM drivers | |
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| The HCM journey | |
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| Human capital measurement | |
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| Human capital reporting | |
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| Drawing conclusions | |
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| Getting into action | |
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| Putting it all together | |
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| Developing HCM | |
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| The practice of HCM | |
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| Human capital data | |
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| Overall considerations | |
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| Types of data | |
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| Problems with data collection | |
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| A guide to data management | |
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| Conclusions | |
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| Measuring human capital | |
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| Measurement issues | |
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| Classification of measures | |
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| Developing measures | |
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| Approaches to analysis | |
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| Analytical models | |
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| Examples of approaches to measurement | |
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| Conclusions | |
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| Human capital reporting | |
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| Internal reporting | |
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| External reporting | |
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| Conclusions | |
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| Applications of HCM | |
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| The link between HCM and strategic HRM | |
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| HCM and talent management | |
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| HCM and learning and development | |
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| Knowledge management | |
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| Performance management as a source of human capital data | |
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| Reward management | |
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| Supporting and developing line managers | |
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| The role and future of HCM | |
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| The role of HR in HCM | |
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| The business partner concept and HCM | |
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| HR's role in developing, analysing and using human capital data | |
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| The role of HR in enhancing job engagement and commitment | |
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| The strategist role | |
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| Making the business case | |
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| Working with the other functions | |
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| The skills HR specialists need for HCM | |
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| Closing the skills gap | |
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| Developing a new template for HR | |
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| HR versus line manager skills | |
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| Conclusions | |
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| The future of HCM | |
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| The virtues of HCM | |
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| Question marks about HCM | |
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| The link between HCM and business strategy | |
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| Establishing the link between HR practice and business performance | |
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| Information on intangible value for the investment community | |
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| Convincing senior management | |
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| Enlisting the interest and involvement of line management | |
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| Convincing HR specialists | |
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| Staged development of HCM | |
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| Developing the HCM skills of HR specialists | |
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| The meaning of added value | |
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| What is meant by regarding people as assets | |
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| Selecting the measures | |
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| Analysing and evaluating the data | |
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| The future of external reporting | |
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| Conclusions | |
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| The HCM toolkit | |
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| Purpose of the toolkit | |
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| What is an HCM approach? | |
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| Do we need to adopt an HCM approach? | |
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| How do we adopt an HCM approach? | |
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| Introducing HCM | |
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| Decide HCM goals | |
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| Decide areas to be covered by HCM | |
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| Identify measures required and available | |
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| Develop internal reports | |
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| Develop external reports | |
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| How do we operate HCM? | |
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| References | |
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| Index | |