OFALL THE CONTROLLABLE FACTORS affecting firm performance, a workforce that can execute the firm's strategy is the most critical and underperforming asset in most busi-nesses. The problem is not that CEOs and senior managers don't recognize the importance of human capital. Rather,they lack the tools for measuring--and holding line managers accountable for-the impact their workforce has on strate-aic success.

   Foreword

   Preface

 1 The Three Challenges of Workforce

   Measurement and Management

Part One: The Perspective Challenge

2 Differentiating Your Workforce Strategy

Part Two: The Metrics Challenge

3 Building the Workforce Scorecard

4 Linking the Workforce and HR Scorecards

   Strategy Execution Through HR Management Systems

5 Collecting and Interpreting Workforce

   Scorecard Data

Part Three: The Execution Challenge

6 Strategy Execution I

   The Roles of the CEO, Executive Team,

  and Workforce Metrics

7 Strategy Execution II

The Roles of Line Managers, the HR Function,

and Workforce Metrics

8 Communication and Learning Programs

for the Workforce Scorecard

9 The End Product

Notes

Index

About the Authors