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Leveraging the New Human Capital: Adaptive Strategies, Results Achieved, and Stories of Transformation
Today's employee is completely different, no longer singularly focused on work, but simultaneously managing personal responsibilities. This is the new human capital. In LEVERAGING THE NEW HUMAN CAPITAL, authors Sandra Burud and Marie Tumolo argue that to be successful, organizations must recognize a new ideal worker, a highly skilled individual whose...
Today's employee is completely different, no longer singularly focused on work, but simultaneously managing personal responsibilities. This is the new human capital. In LEVERAGING THE NEW HUMAN CAPITAL, authors Sandra Burud and Marie Tumolo argue that to be successful, organizations must recognize a new ideal worker, a highly skilled individual whose heart and mind--as well as hands--drive results. This ideal worker successfully navigates the competing demands of work and personal life. Through interviews with corporate executives, critiques of the research, and four case studies of major corporations, Burud and Tumolo set out five practical strategies that companies must adopt to succeed in this new environment and the effects of these strategies on employee, customer, and organizational performance. Essays from guest authors Peter Senge, Robert Reich, Rosabeth Moss Kanter, and Mihalyi Csikszentmihalyi introduce the ideas. Based on a research project funded by the David and Lucile Packard Foundation and sponsored by the Drucker Graduate School of Management, this original contribution to the field of human capital management will appeal to managers, business thinkers, social scientists, and general readers interested in business and social trends.
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