Key Trends in Human Capital - A Global Perspective - 2006. [PricewaterhouseCoopers]Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
CONGRATULATIONS to Workforce Vision friend Adam Levin on his 2007 California Lawyer Attorney of the Year Award (CLAY). The CLAY award is known as the most prestigious award for California attorneys and Levin is one of the top employment lawyers in the State. Levin's "sexual harassment defense of Warner Bros. before the California Supreme Court in 'Friends' case had major implications for workplace free speech...At stake was freedom of speech within the work environment to address potentially offensive topics such as sex, race and religion in the logical course of doing one's job whether writing for a TV sitcom, discussing stories in a newsroom or academic discussion in a university classroom." Levin’s sexual harassment defense of Warner Bros. before the California Supreme Court in “Friends” case had major implications for workplace free speech
Los Angeles, CA--Mitchell Silberberg & Knupp LLP, a leading California law firm that has provided integrated legal and business solutions for nearly 100 years, announced that Adam Levin, a partner in the firm’s Litigation practice, has been selected as a California Lawyer Attorney of the Year (CLAY) award winner by California Lawyer magazine.
“Adam’s selection as a California Lawyer of the Year is well deserved,” said Thomas Lambert, managing partner of Mitchell Silberberg & Knupp. “He is among the most creative and skillful trial lawyers I have seen in action and a major strength to our firm.”
California Lawyer received nearly 200 submissions for the prestigious award. The winners were selected by the publication’s editors for making a significant impact on the law, the profession, an industry, public policy, for a client or for the benefit of the public in 2006 that is expected to have a significant impact on the law.
Levin received his CLAY award for successfully litigating Lyle v. Warner Bros. Television Production before the California Supreme Court, where he obtained a unanimous decision in favor of several writers and the producers of the hit television series "Friends" in a wrongful termination and harassment suit brought by former writers' assistant Amaani Lyle. Lyle, who admitted she had been warned before taking the job that writers could get raucous during the creative process, claimed their discussions went far beyond the scope of the show, including frequent discussions of their personal sexual experiences.
At stake was freedom of speech within the work environment to address potentially offensive topics such as sex, race and religion in the logical course of doing one's job whether writing for a TV sitcom, discussing stories in a newsroom or academic discussion in a university classroom. Named one of Daily Journal Extra's “Top 20 Lawyers Under Age 40 in California” in 2005, Levin has established himself as one of the leading labor and employment lawyers in California.
Levin represents employers in all areas of labor and employment law, including serving as lead counsel in numerous employment discrimination, wrongful termination, trade secret/unfair competition and right of publicity cases, labor arbitrations, National Labor Relations Board hearings and other administrative proceedings with a focus on the motion picture and television; video game; advertising; and broadcast industries.
About Mitchell Silberberg & Knupp Established in 1908, Mitchell Silberberg's 125 attorneys provide integrated legal
and business solutions addressing its clients' concerns in the following areas: Labor and Employment; Intellectual Property and Technology; Entertainment and New Media; Immigration and Benefits; Tax and Family Wealth Planning; and Environmental Law. Mitchell Silberberg & Knupp LLP has offices in Los Angeles and Washington, D.C. For more information, visit http://www.msk.com
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
With the highly complex, expensive, and risky missions of NASA surely their Human Capital Management strategy must be of critical importance to their success. This strategy is available to view here and outlines the following subjects:Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
HUMAN CAPITAL To most people capital means a bank account, a hundred shares of IBM stock, assembly lines, or steel plants in the Chicago area. These are all forms of capital in the sense that they are assets that yield income and other useful outputs over long periods of time. But these tangible forms of capital are not the only ones. Schooling, a computer training course, expenditures of medical care, and lectures on the virtues of punctuality and honesty also are capital. That is because they raise earnings, improve health, or add to a person's good habits over much of his lifetime. Therefore, economists regard expenditures on education, training, medical care, and so on as investments in human capital. They are called human capital because people cannot be separated from their knowledge, skills, health, or values in the way they can be separated from their financial and physical assets. Education and training are the most important investments in human capital. Many studies have shown that high school and college education in the United States greatly raise a person's income, even after netting out direct and indirect costs of schooling, and even after adjusting for the fact that people with more education tend to have higher IQs and better-educated and richer parents. Similar evidence is now available for many years from Consider the differences in average earnings between college and high school graduates in the United States during the past fifty years. Until the early sixties college graduates earned about 45 percent more than high school graduates. In the sixties this premium from college education shot up to almost 60 percent, but it fell back in the seventies to under 50 percent. The fall during the seventies led some economists and the media to worry about "overeducated Americans." Indeed, in 1976 Harvard economist Richard Freeman wrote a book titled The Overeducated American. This sharp fall in the return to investments in human capital put the concept of human capital itself into some disrepute. Among other things it caused doubt about whether education and training really do raise productivity or simply provide signals ("credentials") about talents and abilities. But the monetary gains from a college education rose sharply again during the eighties, to the highest level in the past fifty years. Economists Kevin M. Murphy and Finis Welch have shown that the premium on getting a college education in the eighties was over 65 percent. Lawyers, accountants, engineers, and many other professionals experienced especially rapid advances in earnings. The earnings advantage of high school graduates over high school dropouts has also greatly increased. Talk about overeducated Americans has vanished, and it has been replaced by concern once more about whether the United States provides adequate quality and quantity of education and other training. This concern is justified. Real wage rates of young high school dropouts have fallen by more than 25 percent since the early seventies, a truly remarkable decline. Whether because of school problems, family instability, or other factors, young people without a college or a full high school education are not being adequately prepared for work in modern economies. Thinking about higher education as an investment in human capital helps us understand why the fraction of high school graduates who go to college increases and decreases from time to time. When the benefits of a college degree fell in the seventies, for example, the fraction of white high school graduates who started college fell, from 51 percent in 1970 to 46 percent in 1975. Many educators expected enrollments to continue declining in the eighties, partly because the number of eighteen-year-olds was declining, but also because college tuition was rising rapidly. They were wrong about whites. The fraction of white high school graduates who enter college rose steadily in the eighties, reaching 60 percent in 1988, and caused an absolute increase in the number of whites enrolling despite the smaller number of college-age people. This makes sense. The benefits of a college education, as noted, increased in the eighties. And tuition and fees, although they rose about 39 percent from 1980 to 1986 in real, inflation-adjusted terms, are not the only cost of going to college. Indeed, for most college students they are not even the major cost. On average, three-fourths of the private cost—the cost borne by the student and by the student's family—of a college education is the income that college students give up by not working. A good measure of this "opportunity cost" is the income that a newly minted high school graduate could earn by working full-time. And during the eighties this forgone income, unlike tuition, did not rise in real terms. Therefore, even a 39 percent increase in real tuition costs translated into an increase of just 10 percent in the total cost to students of a college education. The economics of human capital also account for the fall in the fraction of black high school graduates who went on to college in the early eighties. As Harvard economist Thomas J. Kane has pointed out, costs rose more for black college students than for whites. That is because a higher percentage of blacks are from low-income families and, therefore, had been heavily subsidized by the federal government. Cuts in federal grants to them in According to the 1982 "Report of the Commission on Graduate Education" at the University of Chicago, demographic-based college enrollment forecasts had been wide of the mark during the twenty years prior to that time. This is not surprising to a "human capitalist." Such forecasts ignored the changing incentives—on the cost side and on the benefit side—to enroll in college. The economics of human capital have brought about a particularly dramatic change in the incentives for women to invest in college education in recent decades. Prior to the sixties American women were more likely than men to graduate from high school but less likely to continue on to college. Women who did go to college shunned or were excluded from math, sciences, economics, and law, and gravitated toward teaching, home economics, foreign languages, and literature. Because relatively few married women continued to work for pay, they rationally chose an education that helped in "household production"—and no doubt also in the marriage market—by improving their social skills and cultural interests. All this has changed radically. The enormous increase in the labor participation of married women is the most important labor force change during the past twenty-five years. Many women now take little time off from their jobs even to have children. As a result the value to women of market skills has increased enormously, and they are bypassing traditional "women's" fields to enter accounting, law, medicine, engineering, and other subjects that pay well. Indeed, women nowcomprise one-third or so of enrollments in law, business, and medical schools, and many home economics departmentshave either shut down or are emphasizing the "new home economics." Improvements in the economic position of black women have been especially rapid, and they now earn just about as much as white women. Of course, formal education is not the only way to invest in human capital. Workers also learn and are trained outside of schools, especially on jobs. Even college graduates are not fully prepared for the labor market when they leave school, and are fitted into their jobs through formal and informal training programs. The amount of on-the-job training ranges from an hour or so at simple jobs like dishwashing to several years at complicated No discussion of human capital can omit the influence of families on the knowledge, skills, values, and habits of their children. Parents affect educational attainment, marital stability, propensities to smoke and to get to work on time, as well as many other dimensions of their children's lives. The enormous influence of the family would seem to imply a very close relation between the earnings, education, and occupations of parents and children. Therefore, it is rather surprising that the positive relation between the earnings of parents and children is not strong, although the relation between the years of schooling of parents and children is stronger. For example, if fathers earn 20 percent above the mean of their generation, sons at similar ages tend to earn about 8 percent above the mean of theirs. Similar relations hold in Western European countries, Japan, Taiwan, and many other places. The old adage of "from shirtsleeves to shirtsleeves in three generations" is no myth; the earnings of grandsons and grandparents are hardly related. Apparently, the opportunities provided by a modern economy, along with extensive public support of education, enable the majority of those who come from lower-income backgrounds to do reasonably well in the labor market. The same opportunities that foster upward mobility for the poor create an equal amount of downward mobility for those higher up on the income ladder. The continuing growth in per capita incomes of many countries during the nineteenth and twentieth centuries is partly due to the expansion of scientific and technical knowledge that raises the productivity of labor and other inputs in production. And the increasing reliance of industry on sophisticated knowledge greatly enhances the value of education, technical schooling, on-the-job training, and other human capital. New technological advances clearly are of little value to countries that have very few skilled workers who know how to use them. Economic growth closely depends on the synergies between new knowledge and human capital, which is why large increases in education and training have accompanied major advances in technological knowledge in all countries that have achieved significant economic growth. The outstanding economic records of Japan, Taiwan, and other Asian economies in recent decades dramatically illustrate the importance of human capital to growth. Lacking natural resources—they import almost all their energy, for example—and facing discrimination against their exports by the West, these so-called Asian tigers grew rapidly by relying on a well-trained, educated, hardworking, and conscientious labor force that makes excellent use of modern technologies. About the Author Gary S. Becker is University Professor of Economics and Sociology at the University of Chicago and the Rose-Marie and Jack R. Anderson Senior Fellow at Stanford's Hoover Institution. He was a pioneer in the study of human capital. He won the 1992 Nobel Prize in economics. Further Reading
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Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
| 00:36:17 | Economic Revolution. Crowdsourcing as natural extension of decreasing transaction costs which have been steadily dropping ever since industrial age. Industrial Age. Extended Enterprise. Business Webs. Mass Collaboration. |
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
| 6 hours ago by Bill Inman ... so the nation can double the number of graduates in those areas by 2015. See the whole story at the financial times here. Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing. Workforce Vision - http://workforcevision.blogspot.com/index.html [ More results from Workforce Vision ] |
| 5 Mar 2007 by z One of the key reasons for the rise of depression, dissatisfaction and malaise in modern Japan is the changing nature of work, and the decline of community within Japan. I’ve just read a piece by Masahiko Ishizuka, originally published ... AsiaFile - http://www.shuttingoutthesun.com/wordpress |
| 5 Mar 2007 Original post by Levi Strauss & Co. and software by Elliott Back. RetailInsider.net - http://www.retailinsider.net |
| 3 Mar 2007 by Howard Hanson Many of these individuals became a part of what has come to be called the contingent workforce. The contingent workforce consists of temporary, part-time, contract and leased employees along with people who simply decided the time was ... HOME BASED BUSINESS COMMUNITY - http://homebasedbusinesscommunity.blogspot.com/index.html |
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Before a U.S. Sentate panel on March 7th Bill Gates competitive advantage is being threatened by U.S. immigration laws. Gates wants to lift the U.S. restriction of temporary H-1B visas, which allows foreign workers with at least a bachelor's degree to work in the U.S. from 65,000 a year.
'We are failing to live up to our obligation to make the investments needed to make sure that the U.S. remains competitive in the future,' Gates told the Senate Health, Education, Labor and Pension Committee. 'Our economic future is in peril.'
Gates said the United States should strengthen math, technology and science education so the nation can double the number of graduates in those areas by 2015.
See the whole story at the financial times here.
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Daniel Weinfurter, CEO of rapidly growing HRO/RPO Capital H, recently discussed the value of human capital to today's succesful companies with The Houston Chronicle. Here are the five questions asked of him by L.M. Sixel of The Houston Chronicle along these lines.
Q: What is the most significant trend in human resources today?
A: I'd say it's the realization, finally, that the people, regardless of the business you are in, end up being the only sustainable competitive advantage. So you better get the people part of your business right. People have always talked about product, strategy and technology, and those are important. But all of those and others are dependent on the people to get them right.
Q: Executives are fond of saying, "Our people are our most important asset." Do CEOs really believe that, or is it just lip service to the politically correct thing to say?
A: I think most CEOs on an intellectual level would agree that people are their most important asset. The actual behavior, though, varies widely. To really gauge a CEO's belief that people matter, you have to look at what they do in more difficult times.
It's easy to have a positive approach when everything is going well, but what happens when business conditions become more difficult or the business situation changes, and does the CEO really place the right level of importance to staying connected with the people to execute the strategy?
Companies can spend hours and hours analyzing the numbers, but nowhere near as much time is spent analyzing the capabilities of the management team, the culture and the softer aspects that ultimately drive the success of a business.
Q: What's on the mind these days of the human resources manager?
A: The human resources manager wants to be viewed as wanting to help drive the strategy of the business and how they help in that role. It's no longer strictly concerned with benefits, retirement and compliance.
Q: Why don't most human resources executives have a place at the board table?
A: I'd say that many do, and the trend is increasingly moving in that direction. Their ability to really get a seat at the table is largely based on demonstrating what they do impacts the results of the business — putting an organizational structure in place with the right people to execute the strategy of the business.
Just managing health care costs doesn't cut it, even though it's an important activity.
Q: Why do people change jobs? Is it money, a lack of challenge or something else?
A: There are two to three primary reasons. More often than not, people quit their boss, not the company or the job.
Second would be the nature of the work is no longer interesting or challenging. Third, they don't believe in the vision or the integrity or the values of senior management.
Well down the list is pay, even though it's often cited as the primary cause. That's because it's objective and easy to explain. But in our view it's not a root cause.
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
| Company | CEO | URL |
| 24/7 Customer | P.V. Kannan | www.247customer.com |
| Accenture | Bill Green | www.accenture.com |
| Affiliated Computer Services | Lynn Blodgett | www.acs-inc.com |
| Augmentum | Leonard Liu | www.augmentum.com |
| Auriga | Alexis Sukharev | www.auriga.com |
| Bleum | Eric Rongley | www.bleum.com |
| Caliber Point | Ashok Bildikar | www.caliberpoint.com |
| Cambridge Solutions | Chris Sinclair | www.cambridgeworldwide.com |
| Capgemini | Paul Hermelin | www.capgemini.com |
| CGI Group | Michael E. Roach | www.cgi.com |
| ClientLogic | David Garner | www.clientlogic.com |
| Cognizant Technology Solutions | Francisco D'Souza | www.cognizant.com |
| Convergys | James F. Orr | www.convergys.com |
| Covansys | Rajendra B. Vattikuti | www.covansys.com |
| CPM | Antonio Carlos Rego Gil | www.cpminternational.com |
| Darwin Suzsoft | Dan Ross | www.darwinsuzsoft.com |
| DataArt | Michael Zaitsev | www.dataart.com |
| DBA | Danilo Meth | www.dba.com.br |
| Dextra Technologies | Daniel Chavez | www.dextratech.com |
| e4e | Somshankar Das | www.e4e.com |
| ea Consulting Asia Pacific | Chin King Wong | www.eacap.com |
| EDS | Michael H. Jordan | www.eds.com |
| EPAM Systems | Arkadiy Dobkin | www.epam.com |
| Etech | Dilip Barot | www.etechinc.com |
| ExlService Holdings | Vikram Talwar | www.exlservice.com |
| FCG Software Services | Subramaniam Ramachandran | www.fcg.com |
| Freeborders | John Cestar | www.freeborders.com |
| Genpact | Pramod Bhasin | www.genpact.com |
| Globant | Martin Migoya | www.globant.com |
| HCL Technologies | Shiv Nadar | www.hcltech.com |
| Headstrong | Arjun Malhotra | www.headstrong.com |
| Hispanic Teleservices | Alberto Fernandez | www.htc.to |
| HTC Global Services | Madhava Reddy | www.htcinc.com |
| Hinduja TMT | Partha D Sarkar | www.hindujatmt.com |
| I.T. United | Cyrill Eltschinger | www.ituc.com |
| IBA Group | Sergei Levteev | www.iba-it-group.com |
| IBM | Samuel J. Palmisano | www.ibm.com |
| ICT Group | John J. Brennan | www.ictgroup.com |
| i-flex solutions | Deepak Ghaisas | www.iflexsolutions.com |
| Infinite Computer Solutions | Upinder Zutshi | www.infics.com |
| Informatica Integral Empresarial | Antonio Velasco | www.sinersys.com.mx |
| Infosys Technologies | Nandan M Nilekani | www.infosys.com |
| Innominds Software | Rao Vemula | www.innominds.com |
| Intelenet Global Services | Susir Kumar | www.intelenetglobal.com |
| Intetics | Boris Kontsevoi | www.intetics.com |
| ITC Infotech | Sanjiv Puri | www.itcinfotech.com |
| Kepler - Rominfo | Petrisor Guta | www.kepler-rominfo.com |
| Knoah Solutions | Myneni | www.knoah.com |
| Lason | Ronald D. Risher | www.lason.com |
| Lohika Systems | Daniel Dargham | www.lohika.com |
| Longtop | Eric Liang | www.longtopinternational.com |
| Luxoft | Dmitry Loschinin | www.luxoft.com |
| marketRx | Jaswinder S. Chadha | www.marketrx.com |
| Mastek | Sudhakar Ram | www.mastek.com |
| MERA Networks | Dmitry M. Ponomarev | www.meranetworks.com |
| Microland | Pradeep Kar | www.microland.com |
| MindTree Consulting | Ashok Soota | www.mindtree.com |
| Mistral Software | Anees Ahmed | www.mistralsoftware.com |
| Motif | John Coker | www.motifinc.com |
| MphasiS | Jaithirth Rao | www.mphasis.com |
| NCO Group | Michael Barrist | www.ncogroup.com |
| Neoris | Claudio Muruzabal | www.neoris.com |
| Ness Technologies | Raviv Zoller | www.ness.com |
| Neusoft Group | Jiren Liu | www.neusoft.com |
| NIIT SmartServe | Paul Barrow | www.niitsmartserve.com |
| Objectiva Software Solutions | Douglas Winter | www.objectivasoftware.com |
| Ocwen Financial | William C. Erbey | www.ocwen.com |
| OfficeTiger | Randolph Altschuler and Joseph Sigelman | www.officetiger.com |
| Outsource Partners International | Clarence T. Schmitz | www.opiglobal.com |
| Patni Computer Systems | N.K. Patni | www.patni.com |
| Perot Systems | Peter Atlabef | www.perotsystems.com |
| Polaris | Arun Jain | www.polaris-america.com |
| Politec | HÉlio Oliveira | www.politec.com |
| Promantra Synergy Solutions | Praveen Vadlamudi | www.promantra.net |
| QuEST | Ajit A. Prabhu | www.quest-global.com |
| Sapient | Jerry Greenberg | www.sapient.com |
| Satyam Computer Services | B. Rama Raju | www.satyam.com |
| Scicom (MSC) Berhad | Leo Ariyanayakam | www.scicom-intl.com |
| Sierra Atlantic | Raju Reddy | www.SierraAtlantic.com |
| Sinapsis Technologies | Gerardo Rodriguez | www.sinapsis.com |
| SnT Global | David Wong | www.sntglobal.com |
| SoftServe | Taras Kytsmey | www.softservecom.com |
| Softtek | Blanca TreviÑo | www.softtek.com |
| Sonata Software | B. Ramaswamy | www.sonata-software.com |
| SPI Technologies | Ernest Cu | www.spi-bpo.com |
| StarSoft Development Labs | Nick Puntikov | www.starsoftlabs.com |
| Stream | Toni Portmann | www.stream.com |
| Summit HR Worldwide | Ranjan Sinha | www.summithrww.com |
| Sutherland Global Services | Dilip R. Vellodi | www.suth.com |
| Symphony Services | Gordon Brooks | www.symphonysv.com |
| Syntel | Bharat Desai | www.syntelinc.com |
| Tata Consultancy Services | S. Ramadorai | www.tcs.com |
| TransWorks Information Services | Atul Kunwar | www.transworks.com |
| Unisys | Joseph W. McGrath | www.unisys.com |
| vCustomer | Sanjay Kumar | www.vcustomer.com |
| Vee Technologies | Chocko Valliappa | www.veetechnologies.com |
| Vsource Asia | Jack Cantillon | www.vsourceasia.com |
| Wipro Technologies | Azim H. Premji | www.wipro.com |
| WNS | Neeraj Bhargava | www.wnsgs.com |
| Zensar Technologies | Ganesh Natarajan | www.zensar.com |
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
