Index
V
Value, 57–69
case study (ConstructCo), 67–68
case study (First Tennessee National Corporation), 64–67
case study (HealthCo), 59–63
cost reduction, 59
defined, 57
length of service
vs.
cost, 67
M&A, 147
organizational psychology, 249
sources, 69
value gap, 67–68
Value-based management models, 190
Value gap, 67–68
Variable costs, 58
Variable pay, 165–167
Index
W
Watson Wyatt Human Capital Index, 191
Wells Fargo, 11
Wellisz, S., 85
Willis, Robert J., 243
Wilson, N., 247
Winning the Service Game
(Schneider/Bowen), 155
Work processes, 4, 237, 238
Work psychology, 248
Workforce attitudes, 76
Workforce behaviors, 76
Workforce capabilities, 76
Workforce characteristics, 76
Workforce development plan, 190
Workforce reductions, 179–181
Workforce utilization, 189
Workonomics, 189–190
WorldCom, 197
WPP s, 175, 176
Index
Y
Your personal human capital, 213–226
career
self-management
, 217–218
general
vs.
firm-specific
capital, 220–222
goal definition, 217–218
goal matching, 218
help your direct
reports
manage their careers, 224–225
ILM analysis, 222–224
job hunting
websites
, 215–216
risk and return, 219–220
toward more self-
reliance
, 214–216
Index
Z
Zeithaml, V. A., 158
Zheng, Wei, 164
List of Figures
Introduction: The Last Asset
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Figure P-1: Six-factor Framework 2003, Mercer Human Resource Consulting LLC
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Figure P-2: Symbolic Best Fit Patterns 2003, Mercer Human Resource Consulting LLC
Chapter 1: Insist on Systems Thinking
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Figure 1-1: A Systems View Of Human Capitol Productivity 2003, Mercer Human Resource Consulting LLC
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Figure 1-2: Feedback In A Causal relationship
Chapter 2: Get the Right Facts
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Figure 2-1: Some Facts Are More Powerful than Others 2003, Mercer Human Resource Consulting LLC
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Figure 2-2: Solving the Say-Do Problem
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Figure 2-3: Significant Variable Pay Went To Low Performers
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Figure 2-4: Fleets Turnover Drivers
Chapter 3: Focus on Value
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Figure 3-1: The Most Productive Units Used Full-Time Employees
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Figure 3-2: Too Few Full-Timers Reduced Productivity
Chapter 5: Understanding Your Internal Labor Market
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Figure 5-1: TechCos Internal Labor Market Map 2003, Mercer Human Resource Consulting LLC
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Figure 5-2: Simple map Shapes
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Figure 5-3: MoneyCos Rewards 2003, Mercer Human Resource Consulting LLC
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Figure 5-4: Turnover Drivers At MoneyCo
Chapter 6: Building Your Strategy
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Figure 6-1: Turnover Impact on Quest Diagnostics
Chapter 8: Making Acquisitions
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Figure 8-1: How Financial Executives Rate Human Capitol in Acquisition Pricing, Source: Human Capital Management: The CFOs Perspective (Boston: CFO Publishing Corporation, 2003), 29.
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Figure 8-2: An Integration Framework
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Figure 8-3: International Labor Market Maps Company A & Company B
Chapter 9: Better Linking to Customers
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Figure 9-1: Positive Employee Attitudes Produce Happy Customers
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Figure 9-2: Happy Customers Produce Positive Employee Attitudes
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Figure 9-3: A Third Alternative
Chapter 10: The Implications of Business Risk
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Figure 10-1: Risk And Its Allocation 2003, Mercer Human Resource Consulting LLC
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Figure 10-2: Volatility Of Earnings Companies A & B
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Figure 10-3: Volatility Decomposition in FTSE 100 Media & Photography Companies
Chapter 11: The Investors Perspective
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Figure 11-1: The intangible Asset Family
Chapter 12: New Roles for Chief Executive Officers and Other Leaders
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Figure 12-1: To What Extent Do You know The Return On Your Aggregate Investment In Human Capitol Source: Human Capital Management: The CFOs Perspective (Boston: CFO Publishing Corp., 2003), 3.
Chapter 13: Managing Your Personal Human Capital
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Figure 13-1: The Risk Reward Relationship
Appendix B: The Intellectual Foundations of the new Science
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Figure B-1: Case Example of ILM Variable List