The New Human Capital Strategy: Improving the Value of Your Most Important Investment-- Year after Year

The New Human Capital Strategy: Improving the Value of Your Most Important Investment-- Year after Year

The New Human Capital Strategy: Improving the Value of Your Most Important Investment-- Year after Year

The New Human Capital Strategy: Improving the Value of Your Most Important Investment-- Year after Year

Synopsis

Top executives routinely state that employees are the most important factor in their company's success-but is the value of human productivity actually improving or just maintaining? This book emphasizes ways to improve a company's human assets, rather than simply managing them well. The process features four dimensions: effective executive teams, leaders who deliver results, beating competitors, and performance improvement. Author Bradley W. Hall, PhD, explains how to achieve excellence in each dimension and achieve the competitive advantage.

Excerpt

Have you ever thought, after reading something, “That makes so much sense! Why didn’t I think of this before?” In my experience, this is the hallmark of almost every path-breaking book. Its author somehow is able to examine in a fresh or different light, a problem that has vexed us for a very long time,exposing the flaws in how we previously had framed the problem so that the solution becomes clear.

This was my experience when I read an early draft of Brad Hall’s book, The New Human Capital Strategy. Brad points out a number of ironies in the way most of us manage our people that, once he has pointed them out, seem at best nonsensical—just filled with contradictions. A platitude of management is that people are every organization’s most important asset, for example. And yet most organizations’ processes for building and cultivating those critically important assets are not processes at all. They are programs, which are conceived episodically, opportunistically, or reactively. Then, to compound the problem, most of our organizations have no way to measure the results . . .

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