256 pages | 45 B/W Illus.
Executives say that people are their most important asset, but most don’t walk the talk. They don’t have systematic strategies or even plans for how to get the people they want to want them. They don’t have measures and metrics for how they are doing in the war for talent. They don’t hold leaders accountable regarding human capital responsibilities. In many cases this is because top leaders don’t have concrete tools to help them do what they know they should. This book fills that gap.
The book fills this gap in three major sections. The first section helps leaders understand why what they believe at a superficial level (that people are their most important asset) is profoundly true. The second section provides a systematic process and set of tools to help leaders get the people they want to want them. The third section helps leaders position people so that they can create sustainable competitive advantage.
Most strategy books treat human capital as an enabler of competitive advantage rather than as the source of competitive advantage. Most HR books treat human capital as a support activity to business strategy. This book places human capital where it should be in this day and for the future—at the center and as the source of competitive advantage.
Introduction. Why Are Competing For and With Human Capital the Final Frontiers? The Shift in Sources of Competitive Advantage. The Accelerant Roles of Competition and Globalization. The Rise of Intangible Assets and Human Capital. The Decline of Employer and Rise of Employee Power. How to Effectively Compete For Human Capital. How Do Employees Assess Employees? How Can You Make Your EVP Concrete? How Can You Get the Employees You Want to Want You. How to Effectively Compete with Human Capital. Business Strategy: The Fundamental Building Block. Linking Human Capital Capabilities to Strategy. Aligning Key Processes to Support Your Human Capital Strategy.