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Full Description
Master the first comprehensive, credible framework for measuring HR's value and the quality of its talent acquisition/management efforts! Reflecting their immense experience leading talent management and consulting on enterprise talent strategy, Linda Brenner and Tom McGuire introduce a powerful new metric: the Intellectual Capital Index (ICI). Built on extensive financial analysis of Fortune (R) 500 companies, ICI helps you rigorously identify specific areas of intellectual capital that drive the most value in your company, and refocus HR accordingly. Using it, you can:More effectively quantify the return on your human capital investments Measure the quality and value of your most important talent Gain a deeper understanding of the drivers of value in their organization Recognize the drivers of intellectual capital within their companies Measure and improve talent quality: your most important talent metricBrenner and McGuire help you finally overcome long-time controversies and obstacles to valuing talent. Using accepted financial techniques, you'll walk through:Identifying which people and roles are producing disproportionate value Determining the true asset of value of talent you don't "own" Gaining deeper insight into the "active" and "inert" components of intellectual capital Organizing structures and business processes to activate your talent and liberate latent value Choosing and applying the most effective talent metrics Refocusing HR on the talent issues, skills, and competencies that matter mostTalent Valuation offers indispensable tools and insights for C-level executives, HR leaders, strategists, investors, analysts, researchers, students - and anyone concerned with measuring, optimizing, and communicating the business value of talent.
Contents
Introduction 1Chapter 1: Important vs. Critical Talent: What if the Beatles Had Been a Company? 7Chapter 2: Is Your Most Important Asset Really an Asset? 17Chapter 3: Valuing and Evaluating Companies and Their Intellectual Capital 25Chapter 4: Understanding Active and Inert Components of Intellectual Capital 47Chapter 5: Identifying Critical Roles Through Work Processes 59Chapter 6: The New Talent Strategy Game Plan 77Chapter 7: The Only Metric that Matters 99Chapter 8: Attracting and Retaining the Human Capitalist Investor 123Chapter 9: Looking Back and Looking Forward 141Chapter 10: Who Is Responsible? What Is the Purpose of HR? 157Conclusion 183Appendix 193Defined Terms 201Index 203
