Human Capital Management

The concept is that organisations need to make best use of their employees to succeed. This idea that people are a precious worth has its beginning in academic work on human capital.
How do you make the most of your employees’ potential? You have to do the following well:
* conscription
* consideration
* production supervision
* under fire learning and maturity
* progression planning
You can argue that all these processes could fall similarly below Talent Management (TM) or Human Capital Management (HCM), while not everyone would agree. Some commentators recommend that talent management focuses only on the identification and development of the organisation’s most talented people. Others note that – at a practical level – there’s a lot of grand talk around Talent Management from vendors who are actual recruiters trying to big themselves up.
Talent Management, often times referred to as Human Capital Management, is the process recruiting, managing, assessing, developing and maintaining an organization’s most important resource-it’s people.
But even if we allowed that all these processes fall under TM, there is one process that clearly does not:
* considered management on potential
Whereas Talent Management is paying attention on the individual, human capital management, with its academic/accounting beginning in aiming to appreciate the value of people, includes the collection view. For this reason, HCM has to consist of an idea of the generally value of the human asset in an organization. It also, from this data, includes analysis of the hot spots and problems in the current development and deployment of employees.