Measuring intellectual capital: learning from financial history

Article Abstract:

Metrics of human resources and intellectual capital have not generated a commonly accepted measurement system for HR. To address this shortcoming, those who are responsible for the design of HR measurement systems may consider examining the measurement frameworks employed in other management fields, particularly financial and marketing management. These measurement systems are able to reflect value linkages, focus on the constraints and measures even intangible resources. Based on these capabilities of other measurement systems, designers of HR measurement systems are advised to build on the value chain, identify the constraints, utilize data models even though data are imperfect, and quantify even the so-called easy wins.

Measurement, Human capital

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Talentship, talent segmentation, and sustainability: a new HR decision science paradigm for a new strategy definition

Article Abstract:

The decision-making role of human resource professional in identifying the talent, dividing it as per the requirement and harnessing them for consistent performance of the organization is discussed.

Management dynamics, California, Personnel administration, Applicant Selection, Venture Analysis, Methods, Management, Recruiting, Business enterprises, Employee selection, Company business management, Company personnel management, Human resource directors, Industry hiring, Hiring, Business performance management

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