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. (text from the publisher)

Table of content:

Part I Achieve Recruiting and Retention Excellence
Chapter 1: Approach Recruiting and Retention as Mission-Critical
Chapter 2: Hire People Who Will Hit the Ground Running
Chapter 3: It’s Not Enough to be a Great Place to Work-Your Have to be Known as a Great Place to Work
Chapter 4: Involve Employees in the Hiring Process
Chapter 5: Focus on the Basics: People Are More Alike than Different

Part II Creative a Total Reward and Accountability Orientation
Chapter 6: Link Pay to Performance
Chapter 7: Demand the CEOs Hold a Significant Stake in the Company
Chapter 8: Offer Significant Stock-Based Incentives Across the Board
Chapter 9: Synchronize Pay
Chapter 10: Don’t Treat Benefits as "Fringe"

Part III Establish a Collegial, Flexible Workplace
Chapter 11: Understand That Employee Satisfaction Is Critical to Any Business Goal
Chapter 12: Minimize Status Distinctions
Chapter 13: Make Work Arrangements Flexible
Chapter 14: Don’t Underestimates the Crucial Importance of Senior Leadership
Chapter 15: Learn How To Manage Change
Chapter 16: Don’t Assume Workers No Longer Care about Job Security
Chapter 17: Be Cautious about Developmental Training

Part IV Open Up Communication between Management and Employees

Chapter 18: Make Communication OPen and Candid
Chapter 19: Enable Employee to Share Knowledge by Capitalizing on Technology
Chapter 20: Be Careful in Implementing 360-Degree Feedback