Building The Right Skills For Human Capital

Building the Right Skills for Human Capital summarizes the findings from the 2019 skills survey for the adult Kyrgyz population. The skills measures used in the survey focused on literacy, numeracy, and problem solving in technology rich environments (PSTRE) and followed the same questions and approach as the Organisation for Economic Co-operation and Development’s Programme for the International Assessment of Adult (PIAAC) surveys. Most jobs in the Kyrgyz Republic require regular use of reading, writing, numeracy, and information and communications technology (ICT) skills, and higher-skilled groups of people earn higher wages, suggesting that the labor market rewards higher skills. However, skills levels among the workforce are consistently low in absolute terms among varying sociodemographic groups and relative to countries that implemented PIAAC surveys. Results are not improving across cohorts, except for PSTRE. There is evidence that a substantial share of people is overschooled but underskilled. The lack of quality of education is an important driver for low skills performance. The report finds that higher levels of education are associated with higher skills levels, but even among the most educated, a large share has low skills scores, which helps explain why we find that a large share can be overeducated but underskilled for the jobs they occupy. Skill levels of secondary school teachers were also assessed. Teachers outperform the general population in both literacy and numeracy but underperform compared to professionals. Overall, one-third of teachers still have low proficiency in literacy and numeracy. With regards to ICT skills, the results suggest that nearly all secondary school teachers are currently not well equipped to impart ICT skills to their students. The book concludes with a series of policy recommendations at different levels of education, from early childhood education through life-long learning, including providing upskilling opportunities for those teachers with specific skill deficiencies.

Don't squander your most valuable resource! Collectively, your workers are your company's most important and most valuable asset. To make the most of this asset, nothing beats quantitative performance and investment measurement. Learning and Development is an 80 billion-dollar industry, and every valuable employee represents a sizable investment on the part of your company. To keep your business moving forward, effective management of human capital is crucial. It generates plenty of data, and deep analysis of this data helps you provide feedback and make adjustments to capitalize on the combined knowledge, skills, and creativity of your workers. Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments provides a guidebook for collecting, organizing, and analyzing the data surrounding human capital so you can make the most of your employees' potential. Use predictive analysis to optimize human capital investments Learn effective study design and alignment Get the tools you need for measurement, surveys, and analysis Decide what to measure and how to measure it Outline your company's current and future analytics technology needs Map data sources, and overcome barriers to data collection Authors Gene Pease, Bonnie Beresford, and Lew Walker provide case studies in which major companies applied human capital analytics to guide people decisions, and expand upon the role of analytics in Learning and Development. Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments is an essential guide to 21st century human resources and management practices, and can keep you from squandering your company's most valuable resource.

Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation’s most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics.

Inside the Minds provides readers with proven business intelligence from C-Level executives (Chairman, CEO, CFO, CMO, Partner) from the world?s most respected companies nationwide, rather than third-party accounts from unknown authors and analysts. Each chapter is comparable to an essay/thought leadership piece and is a future-oriented look at where an industry, profession or topic is headed and the most important issues for the future. Through an exhaustive selection process, each author was hand-picked by the Inside the Minds editorial board to author a chapter for this book.Chapters Include:William J. Cahill, Corporate Vice President, Human Resources, FedEx Corporation ? ?FedEx Reputation Helps Recruit and Retain the Best?;Michael J. Rowe, Executive Vice President, Human Resources, Activision, Inc. ? ?Defining the Role of an HR Executive?;Michael D?Ambrose, Executive Vice President, Human Resources, First Data Corporation ? ?Maximizing the Human Dimension?;Jill Parris, Network Vice President for Human Resources, Community Health Network ? ?Leading a Team to Deliver Growth?;Mara E. Swan, Global Chief People Officer, Molson Coors Brewing Company ? ?Being an Effective HR Leader?;Rob Reindl, Corporate Vice President, Human Resources, Edwards Lifesciences ? ?Recruiting the Right People?;Richard S. Burgess, Senior Vice President, Human Resources, C&S Holding ? ?Human Capital Leadership Strategies for Competitive Advantage?;Eric Senesi, Vice President, Human Resources, Life Sciences and Chemical Analysis Group, Agilent Technologies ? ?Building a Strong HR Team?;Bryan R. Lee, Director of Human Resources, Crowley Maritime Corporation ? ?Successful Management of Human Capital Provides Present and Future Stability?;Kelli Fitten Valade, Vice President, Compensation and Compliance, Brinker International ? ?Managing People and Performance?;Lawrence B. Costello, Senior Vice President, Human Resources, American Standard Companies ? ?Aligning HR within the Business?;Bonnie Hathcock, Senior Vice President & Chief Human Resources Officer, Human Inc. ? ?HR Business Leadership?;Felicia J. Fields, Vice President, Human Resources, Ford Motor Company ? ?The Impact of a Strong HR Leader?;Dr. Damayanti Vasudevan, Vice President, Diversity and Inclusion, RR Donnelley ? ?Leveraging Diversity?;Randall C. Harris, Senior Vice President, Human Resources, Nextel Communications, Inc. ? ?The Importance of Teamwork in HR.?

Describes how to run a sound and efficient bank in a liberalized financial environment.Also available:Banking Institutions in Developing Markets. Volume 2: Interpreting Financial StatementsChris J. Barltrop and Diana McNaughton152 pages / (ISBN 0-8213-2218-4) / Stock No. 12218 / $20.00 / Price code S2

Human capital - the performance and the potential of people in an organization - has become an increasingly important issue. With a strong practitioner focus, this book provides business leaders and HR professionals with new insights into how to improve business performance through a strategic approach to human capital.

How do you grow your talent pool? How do you know that every additional headcount adds to your talent pool? How do you do it without incurring thousands of dollars and worse, hundreds of lost hours. How do you avoid the norm, the trial and error method? Let's be candid, the hiring process is an art, with some peripheral science thrown in to confuse most of us. The author takes his readers by the hand to develop a Human Capital Growth Model to help Build Best-in-Class Teams. Lean on theory, rich on doing and getting things done. For the busy business owner and manager. You set the criterion and go into auto mode - turn it over to your staff. The Model is completely flexible to your changing needs. If you believe that people are the key to success, this book is for you. Cut out the fluff and the cliches and get right into it! Sure, you can go with an employment agency and pay thousands for every placement. However, the agencies are constrained by what you want, what you tell them. Beyond specifying paper qualifications and years of experience, most employers succumb to overviews and wish lists. We want proactive people. Oh yeah? How do we know that one candidate is more 'proactive' than the next? How do you measure pro activity or indeed, any subjective character traits - the traits that differentiate the winners from the starters? How do we determine the character traits you want? How do we measure them and trade-off competing traits? For example, a person might be hard working but prone to mistakes. How does she measure up against another person who is a team player but a slow learner? The author reveals everything. It's the apple dropping. Thunk! Once you know, it's all so very simple! At the end of the day, you need to husband your time. As a former corporate executive, the author has very little patience with long winded theories. You probably relate to that approach and that's why he kept the book slim and simple. You'll be through it in one sitting - okay, two sittings, if you've to take out the trash. The book itself costs less than a visit to your favourite watering hole. Go for it. Skipping a Jack Daniels or two might be worth the investment!"

After an initial assessment of constraints to development in Myanmar found in Volume I, this Volume II assesses key issues and makes policy recommendations.