Beyond HR: The New Science of Human CapitalHarvard Business Press, 2007 M06 19 - 258 páginas Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact. Beyond HR shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision science called Talentship, that reveals opportunities by identifying strategy pivot points and the optimal talent and organization decisions that address them. A unique framework helps readers identify their own distinctive strategic pivot points and connect them to talent decisions, showing how today’s “HR” can evolve to fulfill its potential as a source of strategic advantage. |
Contenido
| 25 | |
The HC BRidge Framework | 47 |
Impact in Strategy Analysis | 71 |
Impact in Organization and Talent | 97 |
Effectiveness in Performance and Potential | 119 |
Effectiveness in Policies and Practices | 141 |
Efficiency in Organization and Talent Investments | 169 |
Talent Measurement and Analytics | 187 |
Making Talentship Work | 215 |
Notes | 235 |
Bibliography | 245 |
About the Authors | 257 |
Otras ediciones - Ver todas
Beyond HR: The New Science of Human Capital John W. Boudreau,Peter M. Ramstad Vista previa limitada - 2007 |
Beyond HR: The New Science of Human Capital John W. Boudreau,Peter M. Ramstad Sin vista previa disponible - 2007 |
Beyond HR: The New Science of Human Capital John W. Boudreau,Peter M. Ramstad Sin vista previa disponible - 2007 |
Términos y frases comunes
actions and interactions Airbus aligned actions anchor points approach benefits Berkshire Hathaway Boeing Boeing’s Boudreau budgeting business leaders business units Cedar Point chapter compete competitors cost create Culture and capacity decision framework decision science define difficult Disney effectiveness efficiency employees engineers example figure finance and marketing financial find first focus goals guests HC BRidge framework HR function HR leaders HR measurement HR organizations HR practices HR professionals HR programs human capital Human Resource impact implications important improve insights integrated investments Limited Brands linking element logic management systems mental models Mickey Mouse models opportunities organization and talent organization decisions organization’s planning policies and practices programs and practices reflect role significant Six Sigma specific staffing Starbucks strategy pivot-points sustainable strategic success sweepers talent and organization talent decisions Talent Measurement talent pools talentship tion turnover unique vital Williams-Sonoma yield curve