مامون العجلوني
عدد الرسائل : 45 تاريخ التسجيل : 02/04/2008
| موضوع: The Successful Workforce الإثنين أبريل 07 2008, 05:18 | |
| [BOOKS] The Successful Workforce !n most businesses, workforce success is both the most important and most underperforming asset that CEOs and senior managers can influence directly. Workforce management is the most important element of organizational capital because it constitutes the strategic lever with the greatest opportunity for improved performance. As firms compete more and more for knowledge capital and "brainware," an organization's workforce is its single most important renewable source of competitive advantage. The right human resources (HR) management systems can enhance strategic capabilities, in turn driving firm success. The Workforce Scorecard, by Mark Huselid, Brian Becker, and Richard Beatty, offers specific, concrete guidance on what matters most with HR investments. These investments should help execute strategy through the culture, mind-set, capabilities, and behaviors created. The aim of the book is to bridge the gap between the development of a business strategy and its implementation through people- in other words, how strategy can be successfully exe- Foreword by Dave Ulrich THE WORKFORCE SCORECARD Managing Human Capital to Execute Strategy cuted.The related scorecard becomes a dashboard for gauging a firm's strategic success. The authors' core finding is that meaningful improvements in high-performance HR management systems can produce a 10%-15% increase in shareholder value. There are three main challenges for successful workforce measurement and management: 1. Perspective. Do managers understand how workforce capabilities and behaviors drive strategy execution? 2. Metrics. Have the right measures of workforce success, leadership, and workforce continued on next page MARK A. HUSELID BRIAN E. BECKER • . ••, i., ••( The HR Scorecam RICHARO W. BEATTY [IMA NEWS] Glen E. Woodson, 1925-2006 Glen E. Woodson, former president of the National Association of Accountants (now Institute of Management Accountants (IMA®)) died at his home in Lake Placid, Ela., at the age of 81. Born in Cleveland, Ohio, Woodson served in the Army during World War 11 and earned a B.S. degree in accounting fi-om Kent State University after he was discharged. He held accounting and financial positions at Ford Motor Co., SKF Industries, and Libb>'-Owens-Ford before moving to Arnold C "'hie Industries in 1969 as vice finance and administration, ^odson and two friends formed usiness forms company in 1971, it became :iat he wasn't just a crackerjack accountant but preside Whe: their app also a natural entrepreneur. He went on to start other businesses, building their value up and then selling them. The secret to his success, as he told Management Accounting when he was elected president, "I always feh I had a little bit of marketing inside me—that does not make me the t)'pical accountant...You've got to be able to roll the dice a little bit. If you can't do that, then you probably shouldn't make the move into your own specific business." Woody, as he was known to his friends and colleagues, joined the Akron Chapter of the Association after graduation from Kent State. Chapter members elected him president for the 1960-1961 term, where he led his chapter to victory, winning the Steven- connnued on next page June 2 0 0 6 STRATEGIC FINANCE 27 | |
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