World-Class HR : The New Measurement Agenda - How to demonstrate HR's strategic capability and value

Table of Contents

• Author Profile
• Acknowledgements
• Preface
• Business Intelligence
• Tables and Figures
• Chapter 1: Introduction
  • Summary
  • Introduction
  • Redefining HR Strategy: Survey Findings
  • Measuring HR Value: Confidence and Demonstrability
  • Measuring HR Value: the Intangible made Tangible
  • Measuring HR Value: the Human Dimension of Business
  • Accounting for human capital: first attempts
  • The new emphasis on competence and knowledge
  • The balanced scorecard approach to human capital
  • Watson Wyatts Human Capital Index
  • Measuring peoples contribution: The Human Capital Monitor
  • Current state-of-the-art: internal informing versus external reporting
  • Measuring HR Value: Four Key Truths
  • Truth No 1: Having a measure capable of being linked to essential corporate goals does not mean you are using it in that way
  • Truth No 2: Causal links are never self-evident -- they have to be proved (and re-proved)
  • Truth No 3: Validity is only achieved if the metric succeeds in capturing what it is supposed to
  • Truth No 4: The right data is useless if it is not acted on
  • Conclusion: linking measurement to change
• Case Report: Novo Nordisk
• Chapter 2: Measuring Human Capital
  • Summary
  • Introduction
  • Tailored or Benchmarked?
  • Big Picture or Small Picture?
  • Tangible or Intangible?
  • Conclusion: Alignment or Projection?
  • Action Points
• Case Study: Reuters
• Chapter 3: Measuring Commitment
  • Summary
  • Introduction
  • Measuring Commitment: The Lessons from Tracking M&As
  • Case Report: Values-based management at IBM
  • Conclusion: Tracking Changing Goalposts
  • Action Points
• Case Study: Deutsche Bank
• Chapter 4: Measuring Engagement
  • Summary
  • Introduction
  • Measuring Engagement: Ongoing Assessment
  • Case Report: Royal Bank of Scotland
  • Case Report: Reuters
  • Measuring Engagement: Specific Initiatives
  • Case Report: British Airways
  • Case Report: The Childrens Mutual
  • Conclusion
  • Action Points
• Case Study: Central Norfolk Health and Social Care Economy
• Chapter 5: Measuring Innovation
  • Summary
  • Measuring Innovation: The Creative Class Index
  • Measuring Innovation: The Strategic Competencies Approach
  • Measuring Innovation: The Cultural Assessment Approach
  • Measuring Innovation: The Importance of Cross-correlated Indicators
  • Case Report: Measuring and assessing freedom to fail
  • Conclusion: The IP Management Imperative
• Case Study: Nortel
• Chapter 6: Measuring Strategic Capabilities
  • Summary
  • Introduction
  • Measuring Strategic Capabilities: The Ulrich/Smallwood Model
  • Case Report: InterContinental Hotels Group
  • Conclusion: Alignment and the Role of the Balanced Scorecard
• Case Study: Yorkshire Water Services
• Chapter 7: Reporting and Benchmarking Human Capital
  • Summary
  • Introduction
  • Reporting Human Capital: Attempts to Quantify Value
  • Reporting Human Capital: Establishing the Right Framework
  • Conclusion: More than a Collection of Indicators
  • Action Points
• Case Study: Allied Irish Bank
• Chapter 8: Developing a Strategic Measurement Capability
  • Summary
  • Introduction
  • Developing a Strategic Measurement Capability: The Mercer/CIPD Framework
  • Developing a Strategic Measurement Capability: A Training Needs Assessment
  • Setting human capital management in context
  • Getting started: gathering and collating the data
  • Tools and methodologies
  • Reporting the data
  • Conclusion
  • Actions Points
• Case Study: RBS