JoAHCM Volume 2 Number 1 2008 will be out next month entitled the 'CEO issue'. It's a 'pared down' version featuring six primers on human capital management for senior management and of course for all HR professionals.
So a sneak preview of the running order of titles are as follows:
1. Strategic HCM: Closing the gap in the HR Ozone layer
Overview: HR now has the frameworks in place to put it on a level footing with the likes of accounting and marketing. This is important from both an organisational and professional standpoint.
2. The Enterprise-wide Application of HCM intelligence (HCMi)
Overview: A groundbreaking article providing the routemap for an organisation to adopt an enterprise-wide solution to HCM intelligence. Lead adopters are 'stealing a march' on competitors but eventually HCMi will be a 'needed to play' competency for all organisations. The great news is that it doesn't cost the earth to implement and organisations can start anywhere 'on the curve'. But the 'curve' is already here.
3. Managing the Talent Equation
Overview: Much has been written on this subject with much confusion. This article provides a definitive 'What is it?' and how organistaions can apply the principles to gain an advantage.
4. Employee Engagement: The 'factors' of successful implimentation
Overview: Measuring Employee Engagement and implementing EE initiatives should be more science than guesswork. Here's an insight into how various techniques are applied to enable successful outcomes and how the process of 'embedding' is overtaking the traditional one-off intervention.
5. Effective Organisational Leadership: A case of adopting Evidence-Based Management
Overview: Leadership has attracted voluminous publications over the past few decades with every conceivable angle at some point being covered, whether valid or otherwise. However, this hasn't necessarily lead to any great changes in an organisational context. This article suggests that we've been overlooking one area that has a direct bearing on effective leadership of people and that is the use of Evidence-Based Management.
6. On the folly of Rewarding A, Not Penalising for B and Getting C
Overview: This article pays tribute to Steve Kerr's 1975 seminal article 'On the folly of rewarding A, whilst hoping for B' - a brilliant paper on the problems of inappropriate or ill thought-through reward systems. The School's version provides a more expanded paper drawing on examples of both public and private sector organisations.The paper goes on to show that by using HCM modelling analytics, predictive insight can be gleaned into how unwarranted 'misbehaviour' can arise when certain rewards or penalties are used in the context of achieving of objectives. It just might save a few CEOs out there!
