Leveraging Diverse Human Capital

Global Center for Human Capital (CfHC)

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The Global Center for Human Capital Management (CfHC)
Leveraging Diverse Human Capital
  

 
The Global Center for Human Capital (CfHC) assists organizations in their efforts to create, leverage and maintain equitable respectful environments that leverage the capabilities of today's increasingly diverse workforces, workplaces and marketplaces.

Referring to people as 'capital' can be a difficult shift for some people and organizations. 
 The CfHC helps organizations understand the significance of seeing people as an asset and not just a resource.  After all, the true 'value' of most organizations lies between the 'ears' of their people, not just in their production lines. 

The term 'capital' has been seen as an asset for many years.  Webster defines an asset as something that "is available for use in the production of another asset."  Most organizations attach a significant value to 'capital' and they protect it in many ways. 

In many organizations, people are still seen as a 'resource' which is evidenced by the number of companies who still have a 'Human Resources' department.  Webster defines a resource as a "reserve supply that can be drawn upon (used) when needed."   Most people would rather be valued and protected, instead of being used and often 'thrown away' when there is no pressing need for the resource any longer.  The Global Center for Human Capital (CfHC) helps organizations understand the value of creating and maintaining an equitable culture that values employee dignity entitlements while leveraging the investments of all stakeholders.




Craig B. Clayton, Sr. - Founder & Executive Director of the Global Center for Human Capital Management has a distinguished history of leading the University of Houston's - International Institute for Diversity & Cross Cultural Management, located in the C.T. Bauer College of Business since 1999.

He holds a U.S. Patent on a fiscal process for calculating the impact of Diversity Management on Corporate Earnings called the dEPS -Diversity Earnings Per Share process.  He has a process for determining the impact of human capital strategies called the "hCap EVA" - Human Capital Economic Value Added Process.

His systemic approach to managing and leveraging human capital strategies is captured in the hCAP - Productivity Improvement Process identified and outlined in the chart posted on this web site.  He has outlined the fiscal impact of human capital strategies on high performing work teams in the attached study involving 13 companies and 5,200 respondents; also attached to this website.
 
 

The Global Center for Human Capital (CfHC) assists organizations in their efforts to create, leverage and maintain equitable respectful environments that leverage the capabilities of today's increasingly diverse workforces, workplaces and marketplaces.

Referring to people as 'capital' can be a difficult shift for some people and organizations.  The CfHC helps organizations understand the significance of seeing people as an asset and not just a resource.  After all, the true 'value' of most organizations lies between the 'ears' of their people, not just in their production lines.  The term 'capital' has been seen as an asset for many years.  Webster defines an asset as something that "is available for use in the production of another asset."  Most organizations attach a significant value to 'capital'and they protect it in many ways. 

In many organizations, people are still seen as a 'resource' which is evidenced by the number of companies who still have a 'Human Resources' department.  Webster defines a resource as a "reserve supply that can be drawn upon (used) when needed."   Most people would rather be valued and protected, instead of being used and often 'thrown away' when there is no pressing need for the resource any longer.  The Global Center for Human Capital (CfHC) helps organizations understand the value of creating and maintaining an equitable culture that values employee dignity entitlements while leveraging the investments of all stakeholders.

Intellectual capital is becoming an increasingly significant asset for most organizations.  This human capital must be measured, managed and leveraged to insure growth and performance.  Recent studies by the U.S. Department of labor state that by the year 2008, 75% of people ENTERING the workplace in the United States will either be women, immigrant or people of color.  Therefore, becoming diverse, is no longer an option for most organizations.  The challenge is finding ways to successfully manage the corporate culture and business strategies to become the "Employer of Choice".  Attracting and leveraging the best employees possible will determine success in most organizations. 

The Global Center for Human Capital's (CfHC) purpose is to perform research and training projects related to equitable implementation of organizational programs and policies.  The CfHC will utilize 'Corporate Research Fellows' from various academic and corporate settings to provide insights into studies, programs and policies developed by the Center.

Corporate Research Fellows will be assigned for two-year tenures with specific research requirements to maintain their 'Fellowship'.  'Corporate Research Fellow' requirements will include collaborative and academic projects in the field of human capital management.  We are currently preparing numerous solicitations for research projects with MBA & PhD students in disciplines including Organizational Development, Corporate Anthropology and more.

The CfHC is a self funded organization.

For More Information Contact info@centerforhumancapital.com

 
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