Synopses & Reviews
Review
"The statement 'People are our greatest source of competitive advantage' is hackneyed at best, but still it is true. Author Bradley Hall thinks the main problem is that the leadership in companies doesn’t know if their employees are 'better'
than their competitor peers and whether they continue to improve annually. He proposes a radical new way of identifying and measuring precisely which activities are most and least responsible for sustained growth, and determining, much the way financial analysis does, which human capital investments will pay dividends over and over. The book maps out a way for HR departments to deliver true business results, and tie human capital initiatives directly and consistently to bottom-line results...The book enables both general managers and HR professionals to create a blueprint of human capital success and a strategy and system for achieving it. In so doing, it calls for 'blowing up' today’s HR paradigm and questions many of its assumptions."
IHRIM JOURNAL MAGAZINE
Review
“… provides a well-researched, pragmatic approach to developing human talent with a business setting...Recommended.” -- Choice magazine
Synopsis
It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors’, or even whether it improves year-over-year? And what is the strategy for continually improving that performance?
The New Human Capital Strategy is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders. Proposing a radical shift in the way organizations measure and manage their people, the book asserts that competitive advantage is a function of four areas of strength:
• effective executive teams
• leaders who deliver results
• outperforming competitors in key positions
• workforce performance
Using examples, research, and metrics, this essential guide provides readers with a system for ensuring that their people are more valuable this year than the last.
Synopsis
It is often said that the only true source of sustained competitive advantage is people.The New Human Capital Strategy is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders.
Synopsis
A roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders.
It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors, or even whether it improves year-over-year? And what is the strategy for continually improving that performance?
Proposing a radical shift in the way organizations measure and manage their people, The New Human Capital Strategy asserts that competitive advantage is a function of four areas of strength:
- effective executive teams
- leaders who deliver results
- outperforming competitors in key positions
- workforce performance
Using examples, research, and metrics, this essential guide provides you with a system for ensuring that your people are more valuable this year than the last.
About the Author
Bradley W. Hall, Ph.D. (Brookfield, CT) has been a senior HR executive for several top companies, including ABN AMRO Bank in Amsterdam, IBM, and AT&T Global Services. He is now head of the consulting firm Hall & Company, Inc. and teaches in Duke University's corporate education program.
Table of Contents
Contents
Foreword by Clayton M. Christensen ix
Introduction: A Systematic Approach to Growing
Your Human Capital 1
Time for a New Approach 3
Today’s Approach to Human Capital Management 6
Shifting to a New Approach 8
Why This Book Was Written 11
PART 1: DESIGNING THE BLUEPRINT
Chapter 1: A New Source of Competitive Advantage 17
Maintaining Competitive Advantage 18
Competing on Human Capital: What’s It Worth? 20
The Need for a New Paradigm 23
Human Capital Management 24
Executing the Human Capital Strategy 31
The Outcomes of HCS 36
Conclusion 37
Chapter 2: The New Human Capital Strategy 39
The Current State of HR Strategies 40
Building a Human Capital Blueprint 44
The Human Capital Theory 47
The Human Capital Vision 49
Setting the Human Capital Vision 50
Strategic Human Capital Components 51
Plans That Deliver Business Results 55
Determining the Optimal Blueprint for
Your Organization 59
Conclusion 63
Chapter 3: Creating Capabilities to Execute the Blueprint 65
Today’s Human Resources Function 67
Today’s Performance Gap 70
Aligning the HR Structure 76
Fixing HR Systems 85
Shifting Values from the Internal to the External 89
Using HR Skills to Provide Change Leadership 94
Conclusion 99
PART 2: BUILDING THE SYSTEM
Chapter 4: Effective Executive Teams 105
Why Are Executive Teams Important? 107
Building the Executive Team 107
Executive Team Design 108
Improving Executive Team Performance: A Roadmap 119
Conclusion 127
Chapter 5: Leaders Who Deliver Results 128
Leadership Development: The Current State 130
Building Leadership Excellence: A Roadmap 136
Conclusion 157
Chapter 6: Key Position Excellence 160
Key Position Performance: The Current State 162
Key Position Excellence: The Roadmap 172
Conclusion 187
Chapter 7: Improving Workforce Performance 189
Performance Improvement: The Current State 192
Building a High-Performance Organization:
The Roadmap 200
Conclusion 215
Chapter 8: Putting It All Together 219
Step 1: Create Capabilities to Drive Change 220
Step 2: Define Success 226
Step 3: Create an Integrated Improvement Process 229
Conclusion 235
Index 237