The Human Capital Edge: 21 People Management Practices Your Company Must Implement (Or Avoid) To Maximize Shareholder Value

by Pfau, Bruce N., Ph.D.; Kay, Ira T.

• ISBN13: 9780071378833
• ISBN10: 0071378839
• Format: Hardcover
• Copyright: 2001-12-15
• Publisher: MCG

Summary

Global human resources consulting firm Watson Wyatt has conducted a large body of research on 25 human capital management practices showing, for the first time, how these practices can raise or lower the stock price of a company and by how much. This research, cited in the Wall Street Journal, the New York Times, and Forbes, is the foundation of the Human Capital Edge, and brings a new level of financial measurement-based precision to the too-often fuzzy world of management books.

Author Biography

Bruce N. Pfau, Ph.D., (New York, NY) and Ira T. Kay, Ph.D., (New York, NY) are senior executives of Watson Wyatt Worldwide, a world-leading human resources consulting firm. Dr. Pfau is Watson Wyatt's national practice director of organization assessment and performance. Dr. Kay is director of the U.S. compensation practice.

Table of Contents

Foreword
Acknowledgments
Introduction and Executive Summary
Achieve Recruiting and Retention Excellence	p. 1
Approach Recruiting and Retention as Mission-Critical	p. 3
Hire People Who Will Hit the Ground Running	p. 29
It's Not Enough to Be a Great Place to Work - You have to be Known as a Great Place to Work	p. 45
Involve Employees in the Hiring Process	p. 59
Focus on the Basics: People Are More Alike than Different	p. 71
Create a Total Reward and Accountability Orientation	p. 83
Link Pay to Performance	p. 85
Demand That CEOs Hold a Significant Stake in the Company	p. 103
Offer Significant Stock-Based Incentives Across the Board	p. 125
Synchronize Pay	p. 133
Don't Treat Benefits as "Fringe"	p. 151
Establish a Collegial, Flexible Workplace	p. 161
Understand That Employee Satisfaction Is Critical to Any Business Goal	p. 163
Minimize Status Distinctions	p. 179
Make Work Arrangements Flexible	p. 189
Don't Underestimate the Crucial Importance of Senior Leadership	p. 203
Learn How to Manage Change	p. 215
Don't Assume Workers No Longer Care about Job Security	p. 233
Be Cautious about Developmental Training	p. 245
Open Up Communication between Management and Employees	p. 255
Make Communication Open and Candid	p. 257
Enable Employees to Share Knowledge by Capitalizing on Technology	p. 269
Be Careful in Implementing 360-Degree Feedback	p. 283
Afterword: Physician, Heal Thyself: The Role of HR	p. 293
App.: About the Research	p. 301
Notes	p. 313
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