• 3 Apr 2014

    You say tomato, I say tomahto

    By Ben Willmott , Head of Public Policy, CIPD The term Human Capital Management (HCM) arouses strong feelings, amongst HR professionals at least! In one corner it represents an attempt to categorise people as mere widgets in a machine in order to understand how to minimise their costs. In the other corner (and I have to hold my hand up here) HCM is a means of trying to understand the value of the contribution that...
    • 11 Mar 2014

    The asset that creates all the others

    By Ann Francke, Chief Executive, Chartered Management Institute Many CEOs will tell you that their people are their organisation’s biggest asset. It’s true. But what’s less often acknowledged is that they’re the asset that creates all the others. If a business has cutting-edge technology, valuable intellectual property, or an efficient factory, it is only as a result of astute decisions on human...
    • 28 Feb 2014

    Towards the value of creating organisation

    Retaining and nurturing talented individuals is a growing concern for many organisations, and the first step of highlighting the issue can be tricky. But once cleared, an organisation can soon take strides towards truly valuing their talent. This week Oxford Economics and Unum reported findings from recent research that highlight the true cost of staff turnover to an organisation. Their report shows that the average...
    • 10 Feb 2014

    HRBP - Unlocking Value: using HR Analytics to drive value

    By Edward Houghton, Research Adviser - Human Capital and Metrics, CIPD @EHoughtoncipd From speaking to our members and the very many partners we work with at the CIPD, a theme I commonly encounter is one of the challenge of stepping beyond the reporting of data and in to the realm of business insight. What at first glance seems to be a simple enough exercise can be for many HR practitioners something which grows to...
    • 29 Nov 2013

    Why managing the intangible matters

    By Edward Houghton, Research Adviser - Human Capital and Metrics, CIPD @EHoughtoncipd Being a manger in any organisation today requires what many refer to as a sixth sense of leadership and management; an ability to recognise and capitalise on the abilities and skills of those whom they manage and seek out and maximise opportunities to their full potential. This is reflected in recent CIPD research investigating leadership...
    • 6 Nov 2013

    Sliding Doors

    By Dr Anthony Hesketh, Senior Lecturer, Lancaster University Management School One of the first conversations I have with any executive I first meet turns on the direction of travel of their people. By this I do not mean the extent to which they might be coming or going – although I will be coming back to this in a moment. I mean the direction of travel of the value of their talent. It’s actually a more...