Introduces a new way of measuring and thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important, as company assets become more intangible and reliant on intellectual capital.
Provides a framework that focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement system that provides valid, reliable indicators of Human Resources" contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendations supported by clear and persuasive examples, as well as the authors" unique survey of 2,800 firms.
