UID:
almahu_9949383547902882
Format:
1 online resource
ISBN:
9781000008777
,
1000008770
,
9781000015294
,
1000015297
,
9781000001938
,
1000001938
,
9780429284090
,
0429284098
Content:
Executives say that people are their most important asset, but most don't walk the talk. They don't have systematic strategies for how to get the people they want to want them. They don't have measures and metrics for how they are doing to be the employer of choice. They don't hold leaders accountable regarding those ambitions. 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 in three major sections. The first section supports with clear and compelling data what executives intuitively but somewhat superficially believe--that people are their most important asset. The second section provides a systematic process and set of tools to help leaders get the people they want to want them; it shows executives how to win the competition for human capital. The third section then helps leaders position people appropriately so that they can create a sustainable competitive advantage; its shows executives how to compete with human capital. When it comes to human capital, most books get it wrong. Strategy books place human capital to the side as an enabler of competitive advantage. HR books treat human capital as a support activity to business strategy. This book places human capital where it should be--not to the side and not as an enabler or a support activity, but at the center and as the source of competitive advantage.
Note:
Introduction: Straight to the Point -- Why Are Competing For and With Human Capital the Final Frontiers? The Shift in Sources of Competitive Advantage -- Wave of Change -- Defining Competitive Advantage -- Superiority -- Inimitability -- Expropriability -- Competitive Advantage Summary -- Three Million Years of History of Competitive Advantage -- The Craft Period of Competitive Advantage -- The Mechanized Period of Competitive Advantage -- Barriers to Entry -- Vertical Integration -- The Decline of Economies of Scale, Tangible Assets, and Financial Capital -- Notes -- The Accelerant Roles of competition and Globalization -- Capital Market Improvements -- Deregulation -- Transportation Improvements -- Communication Improvements -- IT Improvements -- Liberalization of Trade -- Globalization Tipping -- Point -- Summary -- Notes -- The Rise of Intangible Assets and Human Capital -- The Nature, Appeal, and Rise of Intangible Assets -- Increasing Returns to Scale of Intangible Assets -- Inimitability of Intangible Assets -- The Rise of Human Capital -- Intangible Assets, Human Capital, and Expropriating Value -- Southwest Airlines -- Apple -- General Shift in Valuing Intangible Assets -- Notes -- The Decline of Employer and the Rise of Employee Power -- Ownership, Assets, Control, and Power -- The Four Amplifiers -- Information Asymmetry -- Shift in Company-Specific Benefits -- Shift in Supply and Demand -- Summary and Implications -- Notes -- Summary -- Section II: Competing for Human Capital -- How Do Employees Assess Employers? -- Employer of Choice: A Judged Competition -- "What Do I Get?" -- Company -- Leadership -- Job -- Rewards -- So What? -- What Do I Pay? -- What Are My Alternatives? -- Comparison 1: Across Person, Within Time -- Comparison 2: Across Time, Within Person -- Implications of Bad and Good Deals -- Prospective Employees -- Current Employees -- Summary -- Notes -- How Can You Make Your EVP Concrete? -- Graphing Your EVP -- The Data and Results -- EVP Variation -- Conclusion -- Notes -- How Can You Get the Employees You Want to Want You? -- Step 1: Gather Baseline Data -- Price -- Leaders -- Rewards -- Job -- Company -- Step 2: Determine What Matters -- Step 3: Gather Insights -- Step 4: Take Action -- Outcomes -- Summary -- Section III: Competing with Human Capital -- Business Strategy: The Fundamental Building Block -- Formulating a Business Strategy -- Where to Compete -- Which Vehicles to Use -- What Competitive Advantages to Target -- When to Do What -- How -- Strategy in Action: Southwest -- Where -- Which -- What -- When -- How -- Strategy in Action: Apple -- Where -- Which -- What -- When -- How -- Strategy Summary -- Note -- Linking Human Capital Capabilities to Strategy -- Aptitudes -- Skill -- Knowledge -- Capability -- The Five Steps to Linking Capabilities and Strategy -- Step 1: Create or Clarify Your Business Strategy -- Step 2: Identify Traction Points -- Step 3: Determine Key Employees -- Step 4: Identify Key Capabilities -- Step 5: Determine EVP Priorities -- Applying the Framework to Southwest -- Step 1: Create or Clarify Your Business Strategy -- Step 2: Identify Traction Points -- Step 3: Determine Key Employees -- Step 4: Identify Key Capabilities -- Linking Needed Human Capital Capabilities to EVP -- Top-Down vs. Bottom-Up EVPs -- Linking Capabilities and EVP -- Step 5: Determining EVP Priorities at Southwest -- Summary -- Notes -- Aligning Key Processes to Support Your Human Capital Strategy -- Recruiting -- Selecting -- Onboarding -- Training -- Managing -- Notes -- Conclusion -- Index.
Additional Edition:
Print version: Black, J. Stewart. Competing for and with Human Capital : It Is Not Just for HR Anymore. Milton : Productivity Press, ©2019 ISBN 9780367247195
Language:
English
Keywords:
Electronic books.
;
Electronic books.
URL:
https://www.taylorfrancis.com/books/9780429284090
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