Human-capital

Not surprisingly, this book provides advice that -- if applied literally -- will assist you in writing excellent proposals to fund your non-profit organization's ventures.

Surprisingly, the advice contained herein -- if made more generic in your mind -- is excellent advice for entire areas of your life. Sounds hokey, true. But honestly, boiled down the advice can be listed as:

1. Identify what the problem is. Do your research until you really understand the causes of the problems and their many effects.

2. Identify how you will know when you have made the problem better. How will you know when the problem has been alleviated? What intermediate steps need to be taken? How will you measure your progress along the way?

3.Identify what tools are available, and which are still needed, to move towards a resolution, or diminution, of the problem. Be specific here. Vague generalities are useless, but the brass tacks of a solution are absolutely priceless. Who has access to these tools? Who can make difficult things easy?

4. If you are asking for someone to help you with this problem, present the whole equation to them in a light that makes the most sense to *them*. This doesn't mean to lie, or exaggerate. It only means to focus your proposal in a way that makes them see it most personally.

5. Proofread what you have written, to be sure it says what you want it to say. Then proofread it again. And again. Get it right, because it is a hard and fast representative of you. This should be true in everything concrete you put out in the world with your name on it.

Now, all of this can be applied to writing a grant proposal. And much of it can be applied to the other things in life. Filling a job position, finding a home, working out a deteriorating relationship, educating yourself or your children ... you name it.

It's so rare that a book directed at an audience of specialists resonates with so much broadly applicable truth ... and it was such a delight to find it. I plowed through this book last night, reading every word, applying its advice mentally to all sorts of issues in my own life. I am pleased to report that it opened my eyes to solutions that had eluded me until now.

Wonderfully written, amusingly told, full of great advice to writers of all persuasive materials, this book is a gem.

I took this book, along with many others on fundraising, out of my local library. Though I'm new to raising funds, I've made much of my living writing articles and books; I wasn't sure it would have much to teach me.

This book was so startlingly useful that I had to buy it. It will likely become your most dog-eared fundraising guide.

When I am on deadline and desperately in need of help, "Writing for a Good Cause" is where I turn first for guidance, solace, or inspiration (seeing as how our office manager objects to open containers of alcohol at one's desk). Not only is this book full of incredibly practical writing tips in handy list form, it is also very funny and a page turner.

The heart of the book is a clear guide to how to write a great proposal, but other valuable topics are covered, including newsletters, case statements, interviews, and the like.

In one section, the authors mix genuine examples of great fundraising writing with an imaginary proposal to fund the construction of the Brooklyn Bridge. They not only convince you to help build the Brooklyn Bridge, you're ready to buy it.

The bridge is not for sale, but this book is. It is well worth its price of two fast food lunches. Buy it, read it, and be happy.

Jac Fitz-enz presents a breakthrough approach to measuring your return on investment (ROI) in human capital. This book could have been dull, dry and dusty in someone else's hands, but instead is absorbing and a pleasure to read. Using studies done by the Saratoga Institute - his own facility - and drawing upon the work of other researchers as well, the author places this new methodology in the context of today's business challenges, including e-commerce. He pinpoints satisfaction as the baseline value employees pursue, and shows how you will profit by working toward employee fulfillment. We from getAbstract highly recommend this book to those in human resources, and to managers, executives and entrepreneurs who run their own businesses.

This book is one of the most interesting publication come across. As a BIG 5 Consultant to implement HUman Capital Solutions, its important to have a new world picture for Human Resource. Away from the traditional practices of reporting HR performance and standard set of reports, this book highlights the new views and ideas.

It is worth to have in your bag, when you are going for a HR assignment. It impress the HR professionals...

Perhaps you have already read The 8 Practices of Exceptional Companies. Fitz-enz adds substantially to his international renown with this more recent book in which he suggests all manner of ways to measure the economic value of human capital. In the Preface, he suggests that (in business terms) human capital be described as a combination of factors such as these:

• The traits one brings to the job: intelligence, energy, a generally positive attitude, reliability, commitment

• One's ability to learn: aptitude, imagination, creativity, and what is often called street smarts", savvy (for how to get things done)

• One's motivation to share information and knowledge: team spirit and goal orientation

As Fitz-enz then explains, Chapter 1 takes the first steps toward a methodology for measuring the return on investment (ROI) of human capital. Chapter 2 launches the process of finding the ROI of human capital from an unusual "starting point": rather than begin with process improvement at the lower organizational levels, focus at the highest possible levels on "the goals of the enterprise." Chapter 3 is the "bridge" between the enterprise and the human capital management levels. Chapter 4 brings us to "the drivers of all enterprise success": people." Chapter 5 integrates the three levels (enterprise, process or function, and people), combining them "in one end-to-end system of human capital valuation reporting." Chapter 6 moves to the next level: trending and predicting. Chapter 7 dissects five of the most common human resources and human capital initiatives, demonstrating HOW to find economic value in the workings of each. Chapter 8 reports on two of the longest-term, largest-scale studies of human capital management. Chapter 9 explains what is required for an organization to take a quantum leap" over its competition. Chapter 10 provides a "compilation" of eleven "guiding principles" which serve as "The Foundation Stones of the Human Capital Measurement Pathway." And then in the final chapter, Fitz-enz brilliantly sums up the basic measurement system. Note in particular Figure 11-1 ("Composite human capital scoreboard") which provides an excellent model to guide and inform the efforts of any organization, regardless of its size or nature.

With very few exceptions, an organization's greatest assets do indeed "walk out the door" at the end of each business day. For those who are eager to measure human capital more accurately, who then wish to create for their organization a much greater return on investments in its human resources, this is an absolutely indispensable resource to help achieve those objectives.

This book presents a wondeful overview of the topics affecting HR. I admit I was a little wary, because this is supposed to be about "tomorrow's" HR trends, and I bought it four years after publication. Despite that, it seems fresh, some of the forecasted trends have already come to pass, and this book is as impressive and essential as when it was first published. Maybe more so. Kudos all the way 'round.

Cualquiera que trabaje en Recursos Humanos DEBE de leer este libro. This books is about what HR should be in any organization where HR has any kind of value added. No se lo pierdan esta realmente "abre ojos", despierta al mas dormido de la funcion de Recursos Humanos. Even better than HR Champions.

"This book offers one approach to thinking about the future of HR. A number of other approaches can and have been used. Futurist methodologies have been applied to study the 'state of the art' and the future and have through surveys of thought leaders identified likely priorities for the future. Our approach", D.Ulrich, M.R.Losey, and G.Lake write, "to thinking about the future of HR parallels closely and draws heavily on a methodology used by F.Hesselbein, M.Goldsmith, and R.Beckhard (Leader of the Future, Organization of the Future)...We have tried to select thought leaders in three groups : academics who study and write HR issues, consultants who offer advice and councel on an array of HR issues, and HR professionals who practice the craft of HR in leading companies...Each of the contributors to this book was asked to write an original ten-page essay on 'the future of HR' as he or she chose to define it...Our hope in this book was for a unique variety of opinion : positive, negative; broad, narrow; optimistic, pessimistic; provocative, discreet; calls for change, calls for status quo (from the Introduction pp.2-3)."

In this context, Ulrich, Losey, and Lake organize the 37 essays into six general sections.Each of these sections deals with a series of questions such as :

Section I :

* What is the strategy of HR?

* What are the products and services of HR?

* How should HR be organized to ensure that the strategy is executed?

Section II :

* What are the future deliverables from HR work?

* What are the metaphors of the HR professional of the future?

* What are the actions for future HR professionals?

Section III :

* What is the history of HR?

* What of the past should be left in the past, and what should be adapted for the future?

* What set of conditions will create a new future?

Section IV :

* Where should HR work be done?

* How do we measure HR work?

* How do HR executives align HR work both inside and outside?

Section V :

* How is intellectual capital operationalized?

* How can HR practices be created that motivate and commit employees?

* What is the impact of humane treatment of employees?

Section VI :

* What are the HR implications of a more global business?

* How can HR practices help a business develop a more global outlook?

* What are the competencies of global leaders?

"If our purpose is to propose a debate about the future", D.Ulrich writes, "it is better to end with questions than with answers. Questions elicit new frameworks, approaches, and alternatives, so, the final two questions we would ask (with our answer) are :

* Do you want to play in this always changing and at times unclear future?

* Are you having fun?

Without a doubt, all the authors in this volume and many others of the best HR professionals we know answer with a resounding 'yes' (p.360)."

I highly recommend.

A powerful case for radical change to the assumptions and practices driving current organisation. Argues that the rise of the knowledge economy makes it even more urgent to organise in ways that support human cooperation and creativity. Builds from human biology to identify the social capital required to support generation of intellectual capital.

It is increasingly accepted that the only sustainable source of competitive advantage in 'the knowledge economy' is to tap the full creative potential and capacity to learn together of the humans who are the most important asset of any organisation. Yet most organisations continue to behave in ways that directly work against realisation of that potential.

The replacement of the dominant 'machine' metaphor of organisations with an 'organic' metaphor has become commonplace in the literature and its implications for organisation, culture and style of management are clear. But this is not (at least yet) having any dramatic effect on organisational behaviour. Perhaps a different metaphor is not a powerful enough tool to start the process of changed consciousness.

Charles Ehin takes a different approach to a similar end. He goes right back to the genetic and evolutionary foundations of human behaviour and our basic drives. From that he draws out conclusions about the cultural environment - the social capital - that needs to be in place to produce the high levels of collaboration needed for vigorous intellectual capital generation and market responsiveness. In effect he is offering a scientific rather than a metaphorical argument for changed behaviour by organisations. We need to understand our basic human nature so that 'we can narrow the gap between it and the organisational context rather than unknowingly widening it.' Throughout, he uses relevant and engaging examples from his personal experience to illustrate his case.

The fundamental argument rests on two sets of innate human drives: self centred and other centred (cooperative or communitarian). Each of these drives is continually present in all of us. The socio/cultural or organisational environment or context is a major factor in calling forth on or the other set of drives. What he calls 'controlled access' - or hierarchical - organisation triggers the self-centred drives: dependence, compliance, self preservation. What he calls 'shared access' - essentially reliance on self-organisation - triggers the other-centred drives: self-direction, interdependence, commitment, trust. While each set of drives can manifest itself under either style of organisation, the hierarchical form is hostile to the full flowering of the other-centred drives. Further, engagement of the other-centred drives and development self-organisation are interdependent: the development of self-organisation can only proceed through engagement of these drives in a reinforcing loop of development. The loop is driven through nurturing four fundamental interacting competencies:

common purpose (shared values and vision); sense of community (building trust, empathy and compassion); 'line-of-sight relationships' (face to face activities and interactions); visualising wholes (fostering the ability to see wholes and understand and work with whole systems)

Ehin argues that it is precisely these drives and associated competencies that are essential to organisational success in a knowledge economy.

The elements in his case are well illustrated in a series of figures through the book, particularly Fig 2.1 (P. 36), Fig 5.1 (P. 104), and the detailed two-part system chart in Figs 7.1A and 7.1B (Pp. 152-3). I found it useful to copy those charts so that they were in front of me for reference as I read the text.

The book is a valuable addition to the literature on the learning organisation ( Senge et al. The Dance of Change), on management under complexity (eg Lewin: The Soul at Work), on working with whole systems (eg Pratt et al.: Working Whole Systems) and on knowledge management and innovation (e.g. Leonard- Barton: The Wellsprings of Knowledge). I suspect that a number of readers will be willing to take the argument about human nature on trust, without reading it in depth, but the model and the relationships underpinning it deserve careful attention.

The assault on the hierarchical castle continues, and Ehin has thrown in another battalion, opening one more front. However, the walls remain unbreached. The sad reality is that most hierarchs are hooked on power and the belief that things can only go right if they personally make the decisions. The objective of retaining and expanding personal power often (even if unconsciously) outweighs the objective of achieving commercial success and blinds the hierarch to the fact that the two are often in opposition.

The acceptance of the current geological theory of tectonic plates took 25 years, when all that was at risk was the reputation and knowledge base of the then generation of geology professors. More is at stake in this shift in the way we see our organisational world; we are probably looking at generational change to achieve the shifts that Ehin advocates, but it is never too soon to start.

It is true in every corporation, in every organization, in every enterprise: one still cannot find the entity where people believe that everyone -- everyone! -- is working to their full mental potential and bringing that intellectual capital to bear on the purpose and productivity of the firm. Thus, Ehin has written a book that is part paean to the power of the human mind -- and part prescription for how management can tap into that powerful resource. Then again, perhaps the word is not "management," for Ehin boldly announces early on that "Increasing intellectual capital cannot be managed in the traditional sense." This upfront distinct point-of-view makes this book a standout. For at its core, this book is not about managing organizations; it's about human nature. Ehin argues that to tap into intellectual capital, one must "grasp the vital function of the genes. Second, we need to be aware of how our multilevel minds process information received through our senses. Finally, we should be familiar with some of our fundamental drives." Ah, now the reader starts to understand what Ehin was talking about when said in his Preface that he was going to build a case for unleashing organizational intellect by "building on the most recent research in a variety of fields, such as anthropology, palentology, molecular biology, neuroscience, evolutionary psychology, and sociobiology." And, guess what? He does. He does! And he does it in 183 crisply written pages that won't bore you but will, instead, fascinate you. In fact, they may electrify you. For when he closes the book talking about "human values" as "the fundamental tapestry of our organizations," you will know that you have found in this book a new way to look at intellectual capital, organizations, and yourself. More than that, it would be hard to put this book down and not feel that you have encountered an unusually-gifted author, one whom you will want to keep as a knowledgeable friend for many years to come.

"Dr. Ehin is the rarest of business authors: the subject expert whose writing is clear, focused, and actionable. Unleashing Intellectual Capital is a must read for tomorrow's business winners."

-David Stauffer, President of Stauffer Bury Inc.

"[A]n absolutely fascinating work which must be read by all contemporary managers. This book not only points the way for future global business evolution, but truly is a 'capstone work' which draws from Dr. Ehin's professsional expertise, and also incorporates all of his life's experiences into an exceptional 'common-sense approach' to the science of management for the new millenium...Personally, I believe that the elements that he sets forth provide an exceptional sound basis to guide all managers well into the future."

-Peter F. Gerity, Vice President for Research, Utah State University

"Charlie Ehin has done us all a great favor. He has clearly demonstrated that in the long run there can be no middle ground between controlled and shared access based organizations. And he has shared with us the precious knowledge that organizations flowing from a shared access foundation are those more likely to succeed in very unpredictable environments. Those who do not see a clear connection between the 'new science' and how human endeavors ought to be 'scientifically' organized should read this book."

-Ned Hamson, Senior Editor, The Journal for Quality and Participation

"In Unleashing Intellectual Capital Dr. Ehin has developed a model that will help create the necessary competitive advantage for companies through intellectual capital generation. He has provided the keys that open the best in an individual, team and a company as a whole. His book is the key to success for all change managers and anyone else interested in prospering in the Knowlege Age."

-Carl Champagne, President and CEO, Data Systems International, Inc.

"Dr. Ehin's Unleashing Intellectual Capital is a rare treasure in the evolution of management theory. Never before have we enjoyed a more comprehensive, integrated framework for managing human assets that incorporates the critical components necessary for success in the new millennium."

-Carol C. Leavitt, Sunstone Partners

"In this day and age of rapid change in both society and scientific endeavor, we all begin to see a convergence of biology, sociology, world economy, computer science, etc. I admire your courage in trying to amalgamate these diverse facets of human-kind and lead the reader to the obvious 'right and good' choice for our society and our enterprise structure."

-Donald F. Summers, M.D., Associate Director, National Cancer Institute

"Finally a book which not only brings back today's complex world of work to a human dimension, but reveals explicitly that in our basic humanness lies a source of incredible potential for building a successful business. A unique and very useful book."

-Frank Heckman, President of Van Ede Heckman, The Netherlands

"Dr. Ehin's Unleashing Intellectual Capital is thought provoking and enlightening. He built a compelling evolutionary argument demonstrating how hierarchical organizational structures stifle human social needs, thereby limiting organizational competitiveness. [Dr. Ehin] opened my eyes as to how an alternative structure, the shared access organization, affords modern organizations to compete in today's complex global society. Anyone planning to be a part of a successful 21st century enterprise should read this book and heed its advice on developing shared access organizations."

-Dr. Vicki R. Whiting, Assistant Professor, Vive and Bill Gore School of Business, Westminster College

"Unleashing Intellectual Capital showcases Dr. Ehin's great breadth of knowledge, passion and intuitive reflection. This book provides the reader with deep personal insight necessary for the development of management theory. Ehin weaves corporate principles with human behavior resulting in a unique model which will bring success to any company in the Knowledge Age."

-Tom Lyons, Senior Advisor, Irish Productivity Center, Ireland

"Most pleasing about this work is the interdisciplinary approach to explaining management. Dr. Ehin's book redistributes the balance of power so that we can all see ourselves as innately-driven, and in search of personal fulfillment. Perhaps organizations will at this point learn, grow and self-organize as the keys to productivity. The argument in Unleashing Intellectual Capital should help us get back to some basic scientific truths about human behavior so that our organizations can all move forward, in a more honest and productive manner."

-Stephen R. Baar, Academic Vice President, Dean of Faculty, Westminster College

"Dr. Ehin, a business professor and leader, weaves corporate principles with molecular biology, to reveal the many obstacles of what is considered 'traditional management.' Morality, reponsibility and understanding are essential to not only the corporate world, but to the planet at large. This book will be an innovative tool for the corporate culture."

-Jerry Kaufman, Attorney At Law, Los Vegas, Nevada

"Dr. Charles Ehin makes a logical and interesting case for understanding human behavior in knowledge organizations by focusing on our biological and evolutionary development. He provides us with another way of building "brain-rich" companies, who are the engines of progress and economic growth in modern society."

-Anu Kaljurand, Managing Director, Baltic Management Conferences, Estonia

"Unleashing Intellectual Capital combines current management theory with important observations about human biology to create an organizational construct based on bio-logic. Professor Ehin brings these theories together with a model for creating a self-organizing learnging organization that will be helpful in building and developing knowledge-age business."

-Carl Lehmann, CEO of RTW, and former President of the Store Value Group of American Express

"Organizations and individuals want a partnership where the individuals can use their ideas and skills and the organization will reward them for their contributions to the success of the business. Dr. Ehin is making a strong case that this movement is founded in recognizing and building on the positive aspects of our human nature. He has clearly explained why this is critical for satisfying the needs of both the business and the individual. A must read for successful companies of the 21st century

"Most companies have human resources personnel and various HR policies and programs", B. Friedman, J. Hatch, and D. M. Walker write, "but few companies know their value-or how to enhance it. In the view of too many corporate chiefs, HR managers are mere functionaries implementing programs that are no more than extra costs to be cut in times of trouble...Everyone in progressive organizations recognizes that the HR function must become more closely linked to strategy. As the HR function evolves from administrative to strategic, the question can be asked (and objectively answered), what are we doing to enhance the value of human capital in our organization? Although the effectiveness of the HR department is a part of this answer, it is only one part. Arthur Andersen has developed an approach that can help companies measure the value of all policies affecting human capital, and align these policies more closely to corporate goals. This method, which we can call 'Human Capital Appraisal', shows how companies can measure and increase the returns on their investments in people (p.39)."

In this context, they describe a series of necessary five stages in the management of human capital covering the five major human capital areas as (a). recruitment, retention, and retirement, (b). rewards and performance management, (c).career development, succession planning, and training, (d). organizational structure, and (e). human capital enablers, as follows:

1. Stage One - Clarification: In this stage, companies identify and confirm their overall business direction or strategy in the broadest sense of the terms.(for a detailed discussion of this stage see Chapter 4)

2. Stage Two - Assessment: In this stage, companies calculate the cost of investment in human capital, and the value employees place on this investment.(for a detailed discussion of this stage see Chapter 5)

3. Stage Three - Design: In this stage, companies begin to create programs that can yield better returns on human capital. (for a detailed discussion of this stage see Chapter 6)

4. Stage Four - Implementation: In this stage, companies put these proposed changes into practice. (for a detailed discussion of this stage see Chapter 7)

5. Stage Five - Monitoring: In this stage, companies check this new system. (for a detailed discussio of this stage see Chpter 8)

As conclusion, they argue that 'Human Capital Appraisal' is a holistic approach based on the two equally important dimensions of stages and areas-time and space. It is in the squaring of these elements that the real substance of human capital development can emerge. By following a sequence for enhancing human capital, and by ensuring coverage of all areas within each part of the sequence, companies can improve their returns on investment in this area-by far the most critical for companies today (p.45).

Strongly recommended for executives and HR professionals.

A long-awaited book on the topic of Human Capital. A worthy investment

The meaning of the term "human capital" is far from clearly established, but the authors press for the need to shift management's perspective of people from a supply or resource to being capital, requiring investment and valuation. With this view of organization as their springboard, the authors present a model for managing human capital that applies a five stage process to five broadly defined HR areas or functions. A central theme is that there must be a fit between human capital programs and strategy, along with a focus on cost and value.The aim of measuring the effectiveness of human capital remains a subject to be further explored in a sequel to this book. Overall, this is a worthy effort to create a more rigorous investment-oriented mindset for thinking about, and proactively addressing, the human dimension of organization.

Finally, a solid business book for everyone! The FOAM Ship provides a simple, yet comprehensive look at organizations and what makes them work effectively. This book is ideal for small businesses and for newcomers to the business world who want a comprehensive look at how organizations work without being overwhelmed by jargon.

Succesful leaders are known for removing layers of complexity and bring business issues to the most basic level. It is at this level where it becomes easier to get to the best answer. In summary, as R. David Bermudez-Onopa very clearly states in his book, "Simple is Beautiful". "The Foam Ship" should be mandatory reading for everybody that has anything to do with organizations. For young managers to understand very early in their careers the importance of simplifying business issues and for more experienced managers not to lose focus and forget that key principle. R. David Bermudez-Onopa's FOAM model does an excellent job at bringing together all the hard elements (functions) and soft elements ("the Corporate Soul", communications, etc) of every organization into an integrated, easy to understand, framework.

Excellent guide for business entrepreneurs that need to learn how to build a corporate culture. I found that this book is very informative. The FOAM Ship model is an easy way of explaining how a well run business should "navigate". It is also, short, sweet and to the point with an easy-to-read and follow format.

As a former director or vice president of human resources in three different large companies over 14 years, I can't remember the number of times my bosses and peers challenged me to provide the business case for one hr program or another, either when developing a budget for the coming fiscal year, or defending a budget during hard times. For years, I lost more of those arguments than I won because I didn't always hold myself accountable to the same standards to which other functions were held, nor was I expected to. Over time, my staffs and I got better at measuring the impact of our strategies on various measures of organizational performance, and with that came budgetary "victories" and greater respect as business partners. That's what The Human Resources Scorecard is all about, and by reading and using the wisdom it contains, newcomers to the hr function and late adapters of hr measurement, can enjoy in relatively short order success and respect, which are the "price of admission" to the "executive suite". Having achieved that credibility, we then have the challenge of elevating our conversations with our bosses, peers and clients regarding the intangible dimensions of human and organizational soul, but that's another book in this series.

Super reference guide. Case studies are well organized and meaningful.

This is a comprehensive guide for evaluating any type of Human Resource Development (HRD) program. Even if you do not have a background in measurement and evaluation, you would be able to pick up this book and begin to understand the important aspects to consider in evaluation and how to plan and conduct an effective evaluation. The case studies in this book are valuable because they go into detail - you feel you have been a part of the program described. The authors are experienced practitioners who have alot to share and they do a terrific job providing the reader with the benefits of their experience.

Intellectual capital is a truly critical topic for twenty-first century business.

As known, the subject of intellectual capital appeared on the business world in the 1990s. Patrick H.Sullivan writes, in his 'Value-Driven Intellectual Capital,' "this history actually began in the early 1980s, as managers, academics, and consultants around the world began to notice that a firm's intangible assets, its intellectual capital, were often a mojor determinant of the corporation's profit...By the mid 1990s it was becoming clear that there were two separate but related paths of thinking about intellectual capital. One path, the knowledge and brainpower path, focused on creating and expanding the firm's knowledge. The other path, the resource-based perspective, was concerned with how to create profits from a firm's unique combinations of intellectual and tangible resources."

In this context, Annie Brooking defines intellectual capital as the term given to the combined intangible assets which enable the company to function. And hence, she formulates her first IC concept as 'Enterprise = Tangible Assets + Intellectual Capital.' According to Brooking, the intelectual capital of an enterprise can be split into following four categories:

1. Market assets: all market related intangibles, including brands, customers, customer loyalty, company name, backlog, distribution channels, business collaborations, various contracts and agreements such as licensing, franchises and so on.

2. Intellectual property assets: know-how, trade secrets, copyright, patent, design rights, and trade and service marks.

3. Human-centred assets: education, vocational qualifications, work related knowledge, occupational assessments, psychometrics, and work related competencies.

4. Infrastructure assets: management philosophy, corporate culture, management processes, information technology systems, networking systems, and financial relations.

At last words, she says that "our method brings together intangible assets which most companies already have but fail to manage in a coherent way...Organizations that realize their ability to succeed in the third millennium will be dominated by intangible assets are already putting their intellectual capital teams together."

Highly recommended.

Recommended readings on Intellectual Capital:

* Johan Roos et.al. - Intellectual Capital

* Patrick H.Sullivan - Value-Driven Intellectual Capital

* Thomas A.Stewart - Intellectual Capital

* Leif Edvinsson and Michael S.Malone - Intellectual Capital

* Karl-Erik Sveiby - The New Organizational Wealth

Annie Brooking's book was published prior to Thomas A. Stewart's book which has the same title. Both are worthy of rigorous scrutiny because, although they share the same subject, they take entirely different approaches to it.

The subtitle of Brooking's book introduces her perspective on intellectual capital: "Core Asset for the Third Millennium Enterprise." She identifies four categories of assets: market (the potential an organization has due to market-related intangibles), intellectual property (know-how, trade secrets, copyright, patent, and various design rights), human-centered (talents, skills, experience, loyalty), and infrastructure (whatever brings order, safety, correctness, and quality to an organization).

Throughout Intellectual Capital, Brooking includes a number of "audits" which enable her reader to measure value of an organization's brand, name, backlog, distribution, collaboration, patent(s), copyright(s), design, trade secrets, human-centered assets, employee education, vocational qualification, work related knowledge, occupational assessment, work related competency, corporate learning, management philosophy, corporate culture, information technology systems, database, networking, IT management, and IC management.

Brooking explains HOW to make accurate measurements of these and other intangible assets, and, suggests HOW to manage them with meticulous care. The "Corporate Culture for Collaboration" audit in Chapter 6, all by itself, is well worth the price of the book.

Unless and until organizations accurately measure both their tangible and intangible assets, it will be impossible to determine the real-world value of those organizations. This is especially true as dot.com companies proliferate.

Extraordinary how Annie sox it to them. Go gettem babe

This book opens a bright and clear way to resource management for the cyber decade.
It helps us to open our eyes to new environment with it's rapid changes forced by Information technologies and prevent our losts and damages by reengineering our staff .

This book draws on studies conducted by many colleagues from McBer and company, Hay management Consultants as information technology is transfoming HRM.
This book provide us to complete "how to" instructions for reengineering and description including activity-based costing,value analysis and work flow changing.
You can understand how to calculate both the costs and benfits of reengineering.

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Describes how information technology is impacting the human resources function and how to reengineer work processes and retrain staff accordingly. Examines current hardware and software applications. Includes a team readiness questionnaire. Recommended for all human resource executives.

Your strategic planning must incorporate the people who work for you, says author Edward L. Gubman in a book that gets high marks for its easy, bullet-point organization, but scores in the middle of the curve in terms of originality. Grubman preaches that you must create a strategic alliance between your company’s mission and competencies and the people who work there. Then, he describes how to motivate and involve people, and finally how to assess their performance. He uses research examples and starts each chapter with a bullet-point summary of key information. The book includes questions to ask yourself, and many useful charts and summary lists. However, the theoretical discussion of how to engage and reward employees seems oddly dry and analytical for a how-to guide on how to motivate and excite people. The areas of job matching, motivation, and assessment have been covered in many other books, but we... recommend Gubman’s authoritative approach to these topics.

A well thought through book written by a consultant with a vast amount of varied experience. The illustrative brief case studies were most helpful in understanding the thoughts, concepts, ideas and strategies. In a global economy where talent is an increasingly scarce resource, HR practitioners will find the book a very valuable resource to craft, adapt, adjust or align their practices to be more organisation and employee friendly. Mr Gubman strategic perspective of people in terms of organisational development and growth of people is indeed a very commendable effort and very insightful. The "Creating the Talent Solution" at the end of each chapter should provoke readers to critically look at their own organisation with a fresh perspective. It will help you draw a better road map in your talent search!

THE TALENT SOLUTION is the first book to lead the best companies into the new millenium. Gubman explains how the merger and acquisition strategy of the 80's; and the cost cutting (generally people) tactics of the 90's now needs another change.

Both older strategies need to align a company's talent with the development of their people, and what they love to do, with their eagerness to serve shareholders and increase the value of their investment. What a simple idea! But most senior executives aren't prepared to address the harder job of developing talent...as incomprehensible as it seems, who's going to tackle this necessary task?

Some companies are already in the race that aknowlede today's shortage of talent. Most are not. When we look back on the first years of the coming decade, it will likely be known as the decade of Organizational Effectiveness...in which the companies that attained extraordinary results...accomplished their goals by focusing their talent.

THE TALENT SOLUTION is a must read for any manager, and all CEO's. I would very much like Gubman's team to work with any company I plan to invest in and I hope that his book becomes widely read, but most importantly, I hope managers will have the insight to implement his ideas.