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Beyond HR: The New Science of Human Capital
     

Beyond HR: The New Science of Human Capital

4.0 1
by Peter M. Ramstad, John W. Boudreau
 

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Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact.

Beyond HR shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more

Overview


Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact.

Beyond HR shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision science called Talentship, that reveals opportunities by identifying strategy pivot points and the optimal talent and organization decisions that address them.

A unique framework helps readers identify their own distinctive strategic pivot points and connect them to talent decisions, showing how today’s “HR” can evolve to fulfill its potential as a source of strategic advantage.

Product Details

ISBN-13:
9781422104156
Publisher:
Harvard Business Review Press
Publication date:
06/11/2007
Pages:
272
Sales rank:
1,318,995
Product dimensions:
6.40(w) x 9.40(h) x 1.20(d)

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Beyond HR: The New Science of Human Capital 4 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
John W. Boudreau and Peter M. Ramstad say that companies need to transform their human resource (HR) function into a strategic resource, and compete for talent using HR as a ¿decision science.¿ The tactical skill they call ¿talentship¿ is a management approach that enables firms to understand the strategic nature of their employee base and to build value through the way they handle people. Using their human capital decision-making framework (¿HC BRidge¿) and examples from companies as diverse as Disney, McDonalds, Boeing and Williams-Sonoma, they explain that leaders inside and outside of HR must be aware of their competitive talent ¿pivot points.¿ Though on the dry side, this targeted book will give you a more energetic vision of what HR can become. We recommend it to HR professionals who want a practical, actionable framework for implementing talent-oriented ideas.