Without the “invisible” support of a home-based partner that backed Industrial Age workers, today’s employee can no longer focus solely on work but must simultaneously manage work and personal responsibilities. This dual-focus employee, whose knowledge or service work requires mind and heart as well as hands, is the new human capital. In a powerful call to action for executives and managers, Sandra Burud and Marie Tumolo present compelling evidence why organizations must adopt five strategies to succeed in this new reality.

From research and theory to practical application, Leveraging the New Human Capital makes the case for a new way to manage that maximizes the performance of people and organizations, while promoting the well-being of employees and families.

About the Authors

Sandra Burud, Ph.D., is visiting research faculty at the Drucker Graduate School of Management at Claremont Graduate University. Previously she was a consultant with clients such as Microsoft, Warner Bros., PG&E, and Los Alamos National Laboratory. Burud coauthored Employer-Supported Child Care: Investing in Human Resource, the first “how-to” book for employers about child care benefits. She is a past president of the Alliance for the Work-Life Progress and directed the organization’s efforts to develop a professional certification for practitioners.

Marie Tumolo, Ph.D., has more than twenty years of experience working with organizations to improve performance and drive business results. She has been a management consultant with Gemini Consulting and KMPG LLP, and a vice president with Merrill Lynch & Co. Her client list includes Fortune 50, middle-market, and closely held companies. Tumolo has taught strategic management at California State University, Fullerton, and conducts research in the areas of human capital management and organizational effectiveness.