Part 1 The essence of HCM

1 The concept of human capital

Intellectual capital; Human capital; Social capital; Organizational capital; Practical implications of intellectual capital theory; Conclusions

2 The concept of HCM

HCM defined; Aims of HCM; Rationale for HCM; HCM and HRM; The concept of human capital advantage and resource-based strategy; Conclusions

3 The process of HCM

HCM drivers; The HCM journey; Human capital measurement; Human capital reporting; Drawing conclusions; Getting into action; Putting it all together; Developing HCM

Part 2 The practice of HCM

4 Human capital data

Overall considerations; Types of data; Problems with data collection; A guide to data management; Conclusions

5 Measuring human capital

Measurement issues; Classification of measures; Developing measures; Approaches to analysis; Analytical models; Examples of approaches to measurement; Conclusions

6 Human capital reporting

Internal reporting; External reporting; Conclusions

7 Applications of HCM

The link between HCM and strategic HRM; HCM and talent management; HCM and learning and development; Knowledge management; Performance management as a source of human capital data; Reward management; Supporting and developing line managers

Part 3 The role and future of HCM

8 The role of HR in HCM

The business partner concept and HCM; HR's role in developing, analysing and using human capital data; The role of HR in enhancing job engagement and commitment; The strategist role; Making the business case; Working with the other functions

9 The skills HR specialists need for HCM

Closing the skills gap; Developing a new template for HR; HR versus line manager skills;

Conclusions

10 The future of HCM

The virtues of HCM; Question marks about HCM; The link between HCM and business strategy; Establishing the link between HR practice and business performance; Understanding and fulfilling the needs of the investment community for better information on intangible value; Convincing senior management; Enlisting the interest and involvement of line management; Convincing HR specialists; Staged development of HCM; Developing the HCM skills of HR specialists; The meaning of added value; What is meant by regarding people as assets; Selecting the measures; Analysing and evaluating the data; The future of external reporting; Conclusions

Appendix: The HCM toolkit

Purpose of the toolkit; What is an HCM approach?; Do we need to adopt an HCM approach?; How do we adopt an HCM approach?; Introducing HCM; Decide HCM goals; Decide areas to be covered by HCM; Identify measures required and available; Develop internal reports; Develop external reports; How do we operate HCM?