High-Impact Human Capital Strategy: Addressing the 12 Major by Jack J. Phillips Ph.D., Patricia Pulliam Phillips

By Jack J. Phillips Ph.D., Patricia Pulliam Phillips

Usually, human assets has enthusiastic about recruiting strong humans, getting ready them for assignments, motivating them to accomplish, and holding them. those services stay crucial, yet to achieve success in turbulent instances like ours, human capital approach should be broader and lots more and plenty extra far-reaching.

High-Impact Human Capital Strategy examines 12 serious forces that has to be thought of: globalization, alterations in staff demographics, ability shortages and mismatches in hard work markets, environmental concerns, and extra. It indicates how you can include every one into an efficient total plan, and the way to translate that plan into motion. you are going to discover ways to layout human capital courses that:

hook up with company measures - in achieving optimistic ROI - be certain serious expertise is in position - develop engagement - deal with work/life stability and different social matters - lessen the necessity to outsource

Case stories and step by step guidance assist you flow past hiring-training-benefits capabilities, to boost human capital recommendations that carry measurable price within the face of ongoing demanding situations.

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Additional info for High-Impact Human Capital Strategy: Addressing the 12 Major Challenges Today's Organizations Face (UK Professional Business Management / Business)

Sample text

The concept of best practice must be clearly understood when benchmarking data are presented or when designing a custom process. Benchmarking Sources The sources for benchmarking involve two issues. The first challenge is to understand the sources that currently exist for benchmarking studies. Here, the principal organizations are needed for benchmarking studies involving credible data. 6 shows some of the benchmarking sources that offer HR data across most of the United States as well as some international data.

This force is covered in Chapter 4. Talent management. In any part of the organization, there is a talent issue, but it is particularly important with human resources, as the HR function will affect talent decisions and processes throughout the organization. Consequently, this has tremendous impact on organizational performance. This force is covered in Chapter 5. Employee engagement. Organizations must reexamine the nature of work in terms of not how and when but where it is actually performed, as employees have to be engaged to reach maximum productivity, quality, and efficiency goals.

The key message he gave was very clear: HR leaders will have to leave their comfort zone and step up their efforts if they want to make a significant business contribution. Instead of accommodating current strategies, HR should play a proactive role when it comes to strategic changes and talent development. When asked what CEOs do to provide the space to make HR an integrated part of the overall business strategy, he stated that CEOs do too little. They do not give these topics sufficient thought.

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