"People are our greatest assets" - but can you prove it? This work sets out to help you answer that question. We have already moved into a completely new era. The intellectual capital of organizations is far more important than the traditional balance sheet sums. It is value that matters. And it is only people who deliver and create value for the stakeholders of any organization, private or public. Despite this knowledge, we still live in an accountancy world which looks back to the last century for its definitions of assets, liabilities and capital. And what we can't measure, we can't manage. This work should help you select those measures that are strategically important, using the principle of "cause and effect chains". Full of practical examples showing how value-based thinking is transferred into human resource processes and systems, learning and knowledge management, and mergers and acquisitions.
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Andrew Mayo spent 30 years in large international organisations in a variety of roles, latterly in HR and HR Development. He is Professor of Human Capital Management at Middlesex University Business School, and has been rated by Human Resources magazine consistently amongst the 'top thinkers' in HR. His first book, Managing Careers, became the standard UK textbook for organisational career management. The second, The Power of Learning, (jointly with Elizabeth Lank) was rated by Carol Kennedy of The Director 'as the best book around on the learning organisation'. In 1998 he published Creating a Training and Development Strategy, which was rewritten in a new edition in 2004 and is a standard CIPD textbook on the subject. He regards his most important previous work as The Human Value of the Enterprise (Nicholas Brealey, 2001) which remains in demand as a seminal work in valuing people and their contribution in organisations.
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