The Human Capital Imperative

Valuing Your Talent

  • Alan Coppin

Table of contents

  1. Front Matter
    Pages i-xv
  2. Introduction, Definition, National and Global Perspective

    1. Front Matter
      Pages 1-1
    2. Alan Coppin
      Pages 3-9
    3. Alan Coppin
      Pages 23-34
  3. The Eleven Critical Elements of the Human Capital Imperative

    1. Front Matter
      Pages 35-35
    2. Alan Coppin
      Pages 37-43
    3. Alan Coppin
      Pages 45-49
    4. Alan Coppin
      Pages 51-56
    5. Alan Coppin
      Pages 57-62
    6. Alan Coppin
      Pages 63-70
    7. Alan Coppin
      Pages 71-74
    8. Alan Coppin
      Pages 75-81
    9. Alan Coppin
      Pages 93-97
    10. Alan Coppin
      Pages 99-103
    11. Alan Coppin
      Pages 105-110
  4. Cross-Sector Leaders’ Insights

    1. Front Matter
      Pages 111-112
    2. Alan Coppin
      Pages 113-152
    3. Alan Coppin
      Pages 153-176
    4. Alan Coppin
      Pages 177-202
    5. Alan Coppin
      Pages 203-218
    6. Alan Coppin
      Pages 219-237
  5. Human Capital Analytics

    1. Front Matter
      Pages 239-239
    2. Alan Coppin
      Pages 241-243
    3. Alan Coppin
      Pages 245-259
  6. Conclusion

    1. Front Matter
      Pages 261-261
    2. Alan Coppin
      Pages 263-265
  7. Back Matter
    Pages 267-271

About this book


"Alan Coppin is a rare individual. His experience and insight span private and public sectors, charities, and the Armed Forces. The vital importance of human capital is the thread which has bound all this together. His book is a rich gold mine of data, research, wisdom and anecdote."

—Sir Gerry Grimstone, chairman of Standard Life, deputy chairman of Barclays, non-executive director of Deloitte and lead non-executive director at the Ministry of Defence

In this new book Coppin and Marriott-Sims, leaders with extensive cross-sector experience, draw on discussions with leaders in the public and private sectors, as well as from charities, the military and trade unions to offer you the ideas and practical applications that have proved effective in ensuring human capital is properly valued and managed.

Most business decisions are based on lag data – historical reporting of what happened last month, last quarter or last year. It’s solid, real and comforting. Unfortunately, it’s also not a very good indicator of what might happen next. The best lead data – information with genuine predictive power – comes from understanding your people and what they can deliver.

All major organizations claim that people are their greatest asset and yet, at the first sign of problems, the first action they take is to fire people. Why, because employees are also an organisation’s biggest liability in terms of cost – and their cost is much easier to quantify than their value. But, like any asset, human capital will only deliver its full value if it is properly understood, measured and managed.

The authors offer you the tools you need to take the issue beyond the HR department and satisfy the number crunchers in the boardroom. With their help, you can make human capital part of the normal financial metrics essential to running a successful organisation.

Isn’t it time you understood and managed the metrics that can predict your organization’s future rather than relying on those that simply report on its past?


Human Capital Human resources Management Organisational Structure Leadership

Authors and affiliations

  • Alan Coppin
    • 1
  1. 1.Bourne EndUnited Kingdom

Bibliographic information