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Abstract
Human capital is firmly acknowledged as a strategic source of value creation for all types of organizations in today''s knowledge-based economy. As is the case in many companies, human resources executives are expected to lead employee development, but most HR departments lack a strategic planning process for human capital, much less a consistent way to describe and measure it. A recent BSCol conference examined these issues. Here, read what three leading voices on these issues had to say: Dr. Jac Fitz-enz, the father of human capital benchmarking; scorecard co- creator David Norton; and Helen Drinan, former CEO of the Society of Human Resource Management.
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Abstract
Human capital is firmly acknowledged as a strategic source of value creation for all types of organizations in today''s knowledge-based economy. As is the case in many companies, human resources executives are expected to lead employee development, but most HR departments lack a strategic planning process for human capital, much less a consistent way to describe and measure it. A recent BSCol conference examined these issues. Here, read what three leading voices on these issues had to say: Dr. Jac Fitz-enz, the father of human capital benchmarking; scorecard co- creator David Norton; and Helen Drinan, former CEO of the Society of Human Resource Management.