The current issue of Strategic HR Review tackles the broad theme of human capital management.  In one article, Andrew Mayo describes his thoughts on the differences between HCM and Human resource management (see my recent post on his thoughts about human resource measurement too).

HRM is about treating people as resources:

“People are resources and represent significant costs, and they have to be managed and administered. HRM is the platform of policies, processes and procedures that enable that to happen. The effectiveness of all these activities, and their efficiency of delivery, need measuring – with standards and targets and regular reporting. But it is a measurement framework that should be separated from HC measures – and too often, “HR metrics” is a basket in which they are all mixed up.”

HCM however is about how we look at people as value-creating assets:

“For me, it is very close to talent management. Many organizations have a very restricted and exclusive view of talent, confining it to “high potentials” – which are typically 1