Copyright -- Contents -- Foreword -- Acknowledgements -- Introduction -- Part 1 The essence of HCM -- Chap 1 The concept of human capital -- INTELLECTUAL CAPITAL -- HUMAN CAPITAL -- SOCIAL CAPITAL -- ORGANIZATIONAL CAPITAL -- PRACTICAL IMPLICATIONS OF INTELLECTUAL CAPITAL THEORY -- CONCLUSIONS -- Chap 2 The concept of HCM -- HCM DEFINED -- AIMS OF HCM -- RATIONALE FOR HCM -- HCM AND HRM -- THE CONCEPT OF HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY -- CONCLUSIONS -- Chap 3 The process of HCM -- HCM DRIVERS -- THE HCM JOURNEY -- HUMAN CAPITAL MEASUREMENT -- HUMAN CAPITAL REPORTING -- DRAWING CONCLUSIONS -- GETTING INTO ACTION -- PUTTING IT ALL TOGETHER -- DEVELOPING HCM -- Part 2 The practice of HCM -- Chap 4 Human capital data -- OVERALL CONSIDERATIONS -- TYPES OF DATA -- PROBLEMS WITH DATA COLLECTION -- A GUIDE TO DATA MANAGEMENT -- CONCLUSIONS -- Chap 5 Measuring human capital -- MEASUREMENT ISSUES -- CLASSIFICATION OF MEASURES -- DEVELOPING MEASURES -- APPROACHES TO ANALYSIS -- ANALYTICAL MODELS -- EXAMPLES OF APPROACHES TO MEASUREMENT -- CONCLUSIONS -- Chap 6 Human capital reporting -- INTERNAL REPORTING -- EXTERNAL REPORTING -- CONCLUSIONS -- Chap 7 Applications of HCM -- THE LINK BETWEEN HCM AND STRATEGIC HRM -- HCM AND TALENT MANAGEMENT -- HCM AND LEARNING AND DEVELOPMENT -- KNOWLEDGE MANAGEMENT -- PERFORMANCE MANAGEMENT AS A SOURCE OF HUMAN CAPITAL DATA -- REWARD MANAGEMENT -- SUPPORTING AND DEVELOPING LINE MANAGERS -- Part 3 The role and future of HCM -- Chap 8 The role of HR in HCM -- THE BUSINESS PARTNER CONCEPT AND HCM -- HR'S ROLE IN DEVELOPING, ANALYSING AND USING HUMAN CAPITAL DATA -- THE ROLE OF HR IN ENHANCING JOB ENGAGEMENT AND COMMITMENT -- THE STRATEGIST ROLE -- MAKING THE BUSINESS CASE -- WORKING WITH THE OTHER FUNCTIONS -- Chap 9 The skills HR specialists needfor HCM -- CLOSING THE SKILLS GAP.

DEVELOPING A NEW TEMPLATE FOR HR -- HR VERSUS LINE MANAGER SKILLS -- CONCLUSIONS -- Chap 10 The future of HCM -- THE VIRTUES OF HCM -- QUESTION MARKS ABOUT HCM -- THE LINK BETWEEN HCM AND BUSINESSSTRATEGY -- ESTABLISHING THE LINK BETWEEN HR PRACTICE AND BUSINESS PERFORMANCE -- INFORMATION ON INTANGIBLE VALUE FOR THE INVESTMENT COMMUNITY -- CONVINCING SENIOR MANAGEMENT -- ENLISTING THE INTEREST AND INVOLVEMENT OF LINE MANAGEMENT -- CONVINCING HR SPECIALISTS -- STAGED DEVELOPMENT OF HCM -- DEVELOPING THE HCM SKILLS OFHR SPECIALISTS -- THE MEANING OF ADDED VALUE -- WHAT IS MEANT BY REGARDING PEOPLE AS ASSETS -- SELECTING THE MEASURES -- ANALYSING AND EVALUATING THE DATA -- THE FUTURE OF EXTERNAL REPORTING -- CONCLUSIONS -- AppendixThe HCM toolkit -- PURPOSE OF THE TOOLKIT -- WHAT IS AN HCM APPROACH? -- DO WE NEED TO ADOPT AN HCM APPROACH? -- HOW DO WE ADOPT AN HCM APPROACH? -- INTRODUCING HCM -- DECIDE HCM GOALS -- DECIDE AREAS TO BE COVERED BY HCM -- IDENTIFY MEASURES REQUIRED AND AVAILABLE -- DEVELOP INTERNAL REPORTS -- DEVELOP EXTERNAL REPORTS -- HOW DO WE OPERATE HCM? -- References -- Index.