Human Value Management

Demonstrates how HR managers can play a more integral and dynamic role in their companies' growth by running human resources like a business. Shows how to shift focus from the administration of traditional personnel programs to proactive support for organizational goals.

Preface

The Author

1. Changing Perceptions About Human Resource Management

2. The New Laws of the Marketplace: Evolutionary Change at a Revolutionary Speed

3. Human Value Management: The Strategy for the Next Decade

4. A Strategic Plan for Effective Human Value Management

5. Creating a New Vision for Human Resources

6. Repositioning Human Resources

7. Researching and Developing Markets for Human Resources

8. Assessing the Human Resource Capacity of the Organization

9. Deciding and Acting on Key Success Points and Options

10. Evaluating the Value-Added Effects of Human Resources

11. Conclusion: The Present and Future States of Human Value Management

Index

Jac Fitz-enz, PhD, is widely regarded as the father of human capital strategic analysis and measurement. He founded the famous Saratoga Institute and published the first HR metrics in 1978 and the first international HR benchmarks in 1985. HR World cited him as one of the top five HR Management Gurus. IHRIM gave him its Chairman's Award for innovation, and SHRM chose him as one of the persons in the twentieth century who significantly changed what HR does and how it does it. He has authored twelve books and trained 90,000 managers in forty-six countries on strategic management and measurement. His book, The New HR Analytics, introduced predictive analytics to HR.

Demonstrates how HR managers can play a more integral and dynamic role in their companies' growth by running human resources like a business. Shows how to shift focus from the administration of traditional personnel programs to proactive support for organizational goals. An internationally renowned consultant demonstrates how HR managers can play a more integral and dynamic role in their companies' growth by running human resources like a business. Jac Fitz-Enz shows how to shift focus from the administration of traditional personnel programs to proactive support for organizational goals. He explains how to identify the needs of internal "markets," develop services to meet them, eliminate all activities that do not directly contribute to the organization's goals, and reward performance that produces measurable results.