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Leveraging the new human capital
The information economy has forever changed the way managers see today's highly complex employees. This new ideal worker is a technically skilled individual willing to devote heart and mind - as well as hands - to drive results. At the same time, these workers must cope with the competing demands of personal responsibilities. In Leveraging the New Human Capital, Sandra Burud and Mario Tumolo use research and case studies to illustrate five specific strategies companies must adopt to survive this new reality. An original contribution, the authors reveal why some organizations excel in managing the dual-focus workforce in ways that contribute to business success. Their ideas are introduced and reinforced by brief essays from guest authors Peter Senge, Mihalyi Csikszentmihalyi, Robert Reich, and Rosabeth Moss Kanter. (c) Copyright 2002, The HW Wilson Company
Table of Contents:
Part 1. The New Workforce Realty
Whole People by Peter Senge
1. People, the Engine of Success
2. Knowledge and Service Work
3. The Rise of the Dual-Focus Worker
4. The New Ideas Worker
Part 2. The Power of Adaptive Strategies
The Paradox of Work by Mihaly Csikszenmihalyi
5. Choosing to Invest in People
6. Adopting a New Set of Beliefs
7. Redefining the Organisational Culture
8. Transforming Management Practices
9. Ensuring Fit: Beliefs, Culture, Practuces
Part 3. Evidence of Results Achieved
The Importance of Relational Capital by Robert Reich
10. Human Capital Results
11. Customer Results
12. Organizational Performance Results
Part 4. Four Stories of Becoming Adaptive
The New Leadership by Rosabeth Moss Kanter
13. DuPontStory
14. The Baxter International Story
15. The SAS Story
16. The FTN Story
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