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While human capital analytics (HCA) recently has developed enormous interest, most organizations still find themselves struggling to move from operational reporting to analytics. The purpose of this paper is to explore why that is the case and can be done to change that.

Referring to the “LAMP” model, the authors stress four elements as potential reasons why HCA are not sufficiently being “pushed” toward their audience, namely, logic, analytics, measures, and process. Similarly, they name five conditions why the wider use of HCA is not “pulled” in by the analytics user.

The authors investigations show that these “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

One purpose of this paper is to emphasize the relationship between employees as brand ambassadors and the concept of an employer brand. Another is to consider cross-cultural employer branding in the context of global talent management. The authors also clarify the connection between organizational image, organizational identity and organizational reputation, and address how positive and negative brand reputation can affect an organization.

The authors use a literature review of findings with respect to topics such as competitive strategy and constructs from the literature on employer branding to identify some key research questions to address. They then consider cross-cultural employer branding and brand repair in the context of talent management, along with more key questions to address in each area.

A positive employer brand – with its strong contribution to brand reputation and to helping organizations attract and retain top talent to gain competitive advantage – is a key ingredient for organizational success. Employees are employer-brand ambassadors. Constant awareness of and attention to one’s employer brand can prevent a brand disaster. The payoff is that preventing damage to the reputation of one’s employer brand is much easier than repairing damage to it.

The purpose is to challenge researchers to think critically and analytically about employer branding, especially in the cross-cultural context. The editor plans to invite commentaries on this paper.

Es una revisión de la literatura. Tomando en consideración los resultados existentes se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Al final de cada sección se identifican cuestiones de investigación para el futuro.

Los autores llevan a cabo una revisión de la literatura sobre la marca de empleador, para resumir lo que se conoce e identificar preguntas de investigación que no han sido analizadas hasta el momento.

Los autores señalan la importancia estratégica de la marca de empleador y su efecto en la capacidad para competir en el mercado de talento. Se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Aún existen numerosas preguntas de investigación sin respuesta.

El artículo propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas, e identifica preguntas de investigación a analizar en estudios futuros.

Marca de empleador, marca inter-cultural, reputación de marca, reparación de la marca, revisión de la literatura

Tipo de artículo – Artículo de investigación

É una revisão da literatura. Considerando os resultados existentes, se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ao final de cada seção se identificam questões de investigação para o futuro.

Os autores levam a cabo una revisão da literatura sobre a marca do empregador, para resumir o que se conhece e identificar perguntas de investigação que não foram analisadas até o momento.

Os autores destacam a importância estratégica da marca do empregador e seu efeito na capacidade para competir no mercado de talento. Se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ainda existem numerosas preguntas de investigação sem resposta.

O artigo propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas, e identifica preguntas de investigação a analisar em estudos futuros.

Marca do empregador, marca intercultural, reputação da marca, reparação da marca, revisão da literatura

Tipo de artículo – Artigo de investigação

To many observers, the area of utility analysis appears disjointed, unfocused, and they wonder where it is going. Despite the fact that there is almost 20 years of experience with utility analysis since researchers brought it into the modern era, this approach to cost/benefit analysis has not caught on widely and it is not a standard procedure in the assessment of HR interventions. I argue that utility analysis remains an appropriate area of inquiry, but currently it suffers from three broad sets of problems: (1)from an applied research perspective there is often a failure to focus on critical, value‐adding activities that managers regard as relevant and important to their own success; (2) inability to communicate the results of utility analyses in a persuasive, credible manner to operating executives; and (3) technical problems, both theoretical and operational. In my view, none of these is insurmountable, but we must address each one in a systematic manner if the potential of utility analysis to help guide organizational decision making is to be realized in practice.

The world of work is rapidly changing and a number of immutable trends are provided showing how performance between leavers and their replacements can be determined. The concept of intellectual capital is also analysed and its accounting implications are considered. Intellectual capital is defined in terms of human, customer, and structural capital measures and examples are given as to how each of these concepts can be measured in working life.

Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.

This paper seeks to present the positions and conclusions of scholars to support a proposition that the asset approach to human resource accounting has failed.

Reviews the history of human asset accounting.

The paper offers an alternative “liability approach” to account for and report human resources.

The paper provides an argument and rationale to demonstrate that a liability paradigm would be compatible with normal accounting and reporting procedures.

A five‐year review of the literature on the management practice of downsizing and its related costs published between 1994 and 1998 is used to analyze the positive and negative outcomes attributable to downsizing. The article examines downsizing to assess its impact on both the individual employee (the human element) and on the organization (the business factor). It is recognized that some degree of downsizing was inevitable over the last 20 years due to technological advances, business process reengineering, and a trend of cost‐cutting brought on by economic downturn and a globalization of the economy. Nevertheless, poor implementation of downsizing strategies by unprepared and unskilled managers, working in a vacuum of political leadership, made the experience worse than it needed to be. It was concluded that, although there can be many positive outcomes to a downsizing project, in the end the negative outcomes outweigh the positive.

Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is challenging to undertake impactful research. Indeed, the research–practice gap remains an essential issue in human resource management research. There have been several calls for translating research for dissemination, making it more societally relevant, and beginning conversations and activities that move beyond the confines of the academic context. In fact, research on talent management (TM) has been accused of lagging in offering organizations vision and direction. Understanding the perceived causes and potential solutions for relevant problems is a real need to successfully narrow the TM research–practice gap. Thus, the purpose of this chapter is to offer an in-depth discussion on the research–practice gap in TM. To do so, we first identify the critical dimensions of research relevance that will help us to ground our discussion regarding the applicability of current academic TM research. By doing this, we seek to understand better what is happening with TM research, which should then help provide insights into how its practical impact can be improved.

The purpose of this paper is to suggest that in the arena of human capital, risk-mitigation may overshadow risk-optimized decisions, and show how a more balanced approach can be achieved by understanding and applying frameworks from behavioral decision theory, as well as framing human capital risk using tools and frameworks that have a long history in other management arenas, such as finance.

Review risk-optimization frameworks in human resource and general management, distill key connections, suggest ways to enhance risk optimization for human capital, and offer suggestions for future research and practice.

For human capital, risk-mitigation may overshadow risk-optimization, a balanced approach can be achieved by applying behavioral decision theory and by using frameworks from other management arenas, such as finance.

Organizations must acknowledge and skillfully manage the connections between human capital and competitive strategy in this emerging arena of human capital risk, or they will miss key strategic opportunities.

Attention to human capital risk has largely emphasized minimizing or controlling unwanted outcomes, but the paper proposes that risk-optimization requires balanced attention to risk-taking as well.

There is little doubt that practitioners and academics care about talent management (TM). The significant impact that the Fourth Industrial Revolution has on the work environment, combined with a set of broader socioeconomic, geopolitical, and demographic changes, emphasize the importance of managing talent extremely well. However, it seems that practitioners and managers are still seeking answers to the practical issues in handling TM and the chapter questions how much academic research is addressing this concern. In particular, this chapter offers a critical reflection on the relevance (visibility and impact) of TM research. Although the field has evolved significantly, practical implications for stakeholders remain unanswered. In other words, the Academic-Practitioner Gap in TM remains wide. Current TM research is lost in and before translation. In order to overcome these issues, scholars will require hard self-examination, and engagement with practitioners. The future of TM will be brighter and its role more effective when stakeholders work more closely to chart a consistent pathway forward.