If people are an organization’s greatest asset, why do so many businesses still treat them as a liability? When faced with business downturn or disruption, workforce cuts are wide, deep, and often feel indiscriminate to those left to deal with collateral damage. No wonder the term “Human Capital” is associated with an interchangeable cog in a profit-making machine. But what if organizations treated Human Capital with the same respect assigned other financial assets? Could the emerging Knowledge Age economy demand we reInvent how we value our workforce?