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The Human Capital Imperative
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Table of Contents

CHAPTER ONE Introduction CHAPTER TWO- Human Capital and Employee Engagement - Global and National Viewpoints CHAPTER THREE - Board and Leadership Capital CHAPTER FOUR- Strategy and Culture CHAPTER FIVE -Organisation Structure and Design CHAPTER SIX- Recruitment CHAPTER SEVEN - Learning and Development CHAPTER EIGHT -Engagement CHAPTER NINE - Communication CHAPTER TEN - Performance Management CHAPTER ELEVEN - Health and Safety and Psychological Well Being CHAPTER TWELVE - Diversity and Inclusion CHAPTER THIRTEEN - Technology CHAPTER FOURTEEN - Remuneration CHAPTER FIFTEEN - The Public Sector CHAPTER SIXTEEN - The Private Sector CHAPTER SEVENTEEN - The Non Profit Sector CHAPTER EIGHTEEN - The Outliers CHAPTER NINETEEN- Institutes and Associations CHAPTER TWENTY - Introduction CHAPTER TWENTY ONE - Metrics CHAPTER TWENTY TWO - Final Thoughts

About the Author

Alan Coppin has had an extensive career in both private and public sector. After leaving a senior management consultant role at KPMG, he became CEO of international gaming and leisure company Wembley plc where he lead its turnaround. After that he held a position on the executive board of FTSE 100 company Compass Group plc as CEO of their Global Operating Division, before becoming CEO and Government Accounting Office of Historic Royal Palaces, overseeing an organizational culture change at the Tower of London, Hampton Court Palace, and Kensington Palace. He currently holds a number of nonexecutive and advisory posts as well as being Chair of the Sports Grounds Safety Authority and Trustee and Chair of the Campaign Board of the RAF Museums. He is the author of Timeless Management and Great Britons on Success.

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