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Published by: Business Insights
Published: Mar. 1, 2002 - 162 Pages
Table of Contents
Chapter 1 Preface
How to read this report
Chapter 2 Executive Summary
Global Organizational Design
Leadership
Human Capital
Business as Schools
The Changing Role of the Chief Technologist
Chapter 3 What is a Human Capital Strategy?
Introduction
Why is a Human Capital Strategy relevant?
The Talent Value Chain
The Key Elements of a Human Capital Strategy
Managing Human Capital Information
Where does the HR function report?
Changes in the HR Function
Regional Differences
North America
Europe
South and Central America
Asia-Pacific
The Process of Innovation
HR Technology
Issues in HR Technology
Vendor stability
Multi-tenancy
Expansion and integration
Outsourcing
Chapter 4 Interview Excerpts
An HR Consulting Perspective
Pat Milligan, Managing Director, Towers-Perrin
A Financial Services Industry Perspective
Linda Kane, Senior Vice President, Human Resources, Mellon/Dreyfus Financial
A Specialized Vendor Perspective
Clinton Wingrove, CEO, Pilat NAI
A Pharmaceutical Industry Perspective
Linda Pine, Senior Vice President Human Resources, Millennium
Pharmaceutical
An Executive Search Perspective
Chuck Wardell, Regional Managing Director, Korn/Ferry International
A Business Portfolio Perspective
Debbie Howard, Group Director Human Resources, Lex Service PLC
A European Perspective
Richard Stephen, Managing Director, Watson-Wyatt Worldwide
A Central and South American Perspective
Vincente Picarelli, Managing Partner, Arthur Andersen
An Asian Perspective
Frank Gallo, Managing Partner - China, Watson-Wyatt Worldwide
Chapter 5 How is Human Capital Measured?
Introduction
What an HR Department or Shared Service Organization does
Service category
Priority
Required
Internal capability & external capability
Cost
Performance rating
Percent of total budget
Benchmark ratio
Overall Company Valuation of Human Capital
Employer Branding
Case study: SAS
List of Figures
Figure 2.1: Portfolio of opportunity model
Figure 2.2: CEO succession
Figure 3.3: Talent lifecycle categories
Figure 3.4: Assessment model
Figure 5.5: Intellectual capital in the context of financial and physical assets
AbstractIt has always been the case that Human Capital, or knowledge workers, have been essential to highly innovative technology companies. Recently, as technology has become integrated in almost all facets of business life, Human Capital has become universally recognized as the most important, leveragable and sustainable asset in most economies. Human Capital increasingly behaves like financial capital as it flows more freely across geographic boundaries and responds more rapidly to market demands and pricing. Human Capital Management, or the practice of designing and managing a strategy to acquire, engage and retain the best available talent has become an essential focus of leaders across the corporation.
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