By Jac Fitz-Enz

McGraw-Hill; 3rd edition, December 26, 2001

How to Measure Human Resource Management(3rd edition, 2001) was published originally in 1984 and quickly became the seminal text on the topic. This updated edition is used in many university human resource management programs.

This innovative report explores the daunting tasks human resource managers face when forging new tools to generate competitive advantages and greater value for their organizations. It gives HR managers new ideas on how to continue to separate themselves from the whiners and to get what they need to drive customer value.

Highlights include:

• Measuring HR’s business impact and the payoffs
• Case study: Award-winning CPA and consulting firm takes advantage of technology to ease its HR management system and support employee performance
• What HR can learn from finance
• 3 Key Trends Driving Higher Value HR

By Edward E. Lawler III, Dave Ulrich, Jac Firz-enz, James C. Madden

Jossey-Bass: August, 2004

James Madden launched the first pure play in human resources outsourcing in 1999 as Exult. Lawler, Ulrich and Fitz-enz served on the Advisory Board from the earliest days until the sale of Exult to Hewitt Associates in 2004. This is a primer on the issues, problems, and lessons learned involved in human resources outsourcing with case studies from British Petroleum, Bank of America, International Paper and Prudential.

For years research has produced reasonable evidence that management of human capital yields highly performing workforces. After value, then what? The answer is clearly predictability. Measurement can provide managers with the evidence they need by revealing people activities that are both effective and efficient. Project leaders need to know the metrics that will have the greatest impact when linked to business strategy.

Highlights include:

• Integrating metrics into business operations
• Getting started on human capital measurement
• The new metrics

Outsourcing is slowly and inexorable changing the structure of organizations. When the structure changes so does leadership and culture, thus affecting the most central of human capital management issues. Those who can’t see how to manage tomorrow today will be powerless to attract and retain talent. Operating with these ideas at the forefront of business strategy is a new way of doing business and requires changes in many commonly accepted principles and practices.

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This report details how we can make planning more effective today by incorporating advanced analytic tools, such as the Predictive Initiative’s HCM: 21 business model, a system for managing human capital in the new global market.

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More has been written about leadership than any other topic. The views and misconceptions of leadership are rampant and legendary. Tom Peters presents and impossible, irreconcilable, often contradictory list of leadership behaviors. Becoming an authentic leader is challenging. This report outlines strategies to becoming a successful leader.

Highlights include:

• A new definition of leadership
• 4 Critical talent leadership practices
• What is employee engagement?
• The future of branding

The findings from the 2007 ASTD State of the Industry Report suggest that the learning function has achieved an unprecedented level of sophistication. Sustained investment, particularly in technology solutions, reveals that business leaders are aware of the value of learning.

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