ohio university college of business executive education managing human capital in changing times...
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Ohio University College of Business Executive Education
Managing Human Capital in Changing Times
Edward B. Yost Ph.D., SPHR
August, 2013Ohio University
Our Task Today – Three Levels of Analysis and Human Capital
#1 MACRO: Sustainability, Strategy, and the Business Model – Competent managers understand how value is created
#2 MESO: Talent Management, maximizing returns through human capital architectures – Talent pools, pivotal positions, differentiated human capital architecture that adds value
#3 MICRO: Employee Engagement – Crafting and leading for individual performance
Ohio University College of Business Executive Education
Level 1 MACRO: Sustainability, Strategy, and
the Business Model
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
What is Strategic Success?
Delivering high value results to significant stakeholders
Financial SuccessOperational SuccessCustomer Success Workforce (People) Success
Strategic Success Hierarchy
Industry
Firm/Company
Business Unit/Function
Position
Person
Ohio University College of Business Executive Education
Executive Education College of Business Ohio Universaity
Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
Ohio University College of Business Executive Education
Defining the Business Strategy
Strategy is:The central, integrated,
externally oriented concept of how we will achieve our objectives. (Hambrick & Fredrickson)
Sharing our ExperiencesWhat is your
organization’s “STRATEGY”?
Ohio University College of Business Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Firm/Business
Business Unit/Function
Position
Person
Ohio University College of Business Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Business Unit/Function
Position
Person
Ohio University College of Business Executive Education
Executive Education College of Business Ohio Universaity
Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
Executive Education College of Business Ohio Universaity
What is “Strategic Competitive Advantage?”
Enacted or Utilized Distinctive Competency that:
1. Allows the organization to differentiate itself from competitors
2. Cannot be readily duplicated or imitated
3. Provides a positive economic benefit(s) – KPIs
Ohio University College of Business Executive Education
3 Roads to Strategy Execution & Competitive Advantage
Managers can select a path to follow1. Betting on the incompetence of competitors
– blind ambition2. Acquiring and utilizing the competencies of
others – merger, acquisition3. Using existing resources & competencies
efficiently, effectively and differently – resource based
Ohio University College of Business Executive Education
The Secret Revealed!
What is the SECRET of obtaining a Strategic Competitive Advantage?
Not just having a strategy and competencies but
executing the strategy.
Executive Education College of Business Ohio Universaity
Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
Sustainability
Pursuit of LONG TERM business success focusing on a triple bottom line:1. Economics - Profits2. Social - People3. Environmental - Planet
Ohio University College of Business Executive Education
Sustainability Defined
“The commitment by an organization to balance financial performance with contributions to the quality of life of their employees, the society at large and environmentally sensitive initiatives” SHRM
Ohio University College of Business Executive Education
Top 5 positive ($) outcomes from sustainability initiatives for stakeholders
1) Improved employee morale, 2) More efficient business processes, 3) Stronger public image, 4) Increased employee loyalty, 5) Increased brand recognition.Source: Advancing Sustainability: HR’s Role (SHRM, 2011)
Ohio University College of Business Executive Education
WHAT IS HUMAN CAPITAL?
Developing Human Capital in Changing
Times
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
Human Capital Defined
The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work. Weatherly 2003
Ohio University College of Business Executive Education
Human Capital Defined
The collective sum multiplicative product of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work. Weatherly 2003 with a little help from Ed
Ohio University College of Business Executive Education
Attributes of Human Capital Markets
Various levels of valueAppreciates and depreciatesTraded in markets and regulatedIndividually owned but
collectively realized
Ohio University College of Business Executive Education
Human Capital: The Invisible Resource
• It is vested in the human resources often in the form of intellectual and social capital.
• It is acquired, developed, utilized, and sustained through the management practices.
• Being invisible it is harder to duplicate.
Ohio University College of Business Executive Education
Human Capital
Value inherent in the form of individuals collectively interacting in the context of formal and informal systems
Individuals are the repository for human capital
Systems, process, culture and context extract the value of individuals
Ohio University College of Business Executive Education
Human Capital Has Value“People are our most valuable asset”
PROVE IT! Must be demonstrated by management practices and actions that compose the Human Capital Architecture
Sharing our Experiences
What do organizations you know value?
Ohio University College of Business Executive Education
Expectativas de Todos que Possuem Interesse Direto ou Indireto na
Organização• Acionistas(proprietários) desejam um retorno que
consideram justo no investimento feito.• Clientes desejam um alto valor agregado ao produto ou
serviço que consomem, e uma manutenção(garantia) que mantenha seu valor.
• Empregados desejam uma relação de emprego que forneça compensações intrínsicas e extrínsicas em contrapartida às contribuiçoes que fazem.
• Publico espera que a organização tenha responsabilidade social e se preocupe também com o bem estar dos cidadãos (cidadania corporative)
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
Escolher as partes interessadas em cada par que a sua organização iria considerar como a mais importante em termos de tempo e outras atribuições de recursos. 1. Cliente ___ Proprietário(acionista) ____ 2. Empregado ___ Cliente ___ 3. Empregado ___ Publico ___ 4. Proprietário(Acionista) ___ Empregado___ 5. Cliente ___ Publico ___ 6. Proprietário(Acionista) ___ Publico ___
Instruções para o preenchimento das questões
Pense em uma organização com a qual você está familiarizado. Talvez a organização que você trabalha agora. Para cada par de partes interessadas selecionar o que você sente é mais importante para a organização que você escolheu. Pense sobre os recursos dedicados ou as políticas que afetam o grupo de partes interessadas. Quando você completar você irá gravar o número de vezes que você selecionou o grupo de partes interessadas e escrever o número no espaço fornecido.
Ohio University College of Business Executive Education
Stakeholder Importance
Vamos Compartilhar - Qual dos 4 stakeholders (clientes, proprietários, público e empregados) a sua organização seria mais provável em atender:Em primeiro lugar?Última?
Ohio University College of Business Executive Education
Importância das partes interessadas
Ohio University College of Business Executive Education
Stakeholder Pesquisa
Em primeiro lugar Última
proprietários
clientes
público
empregados
Knowing – Doing Gap
How Big is the Gap?“Only 1 in 10 of the 88,000 respondents in our Global Workforce Study agreed that their organization’s senior leaders treat employees as vital corporate assets. A larger percentage reported that their leaders act as if employees don’t matter.” Gebauer ad Lowman, 2008
Ohio University College of Business Executive Education
Level 2 #2 MESO: Talent management,
maximizing returns through human capital architectures
Ohio University College of Business Executive Education
MANAGING TALENT FOR STRATEGIC SUCCESS
Developing Human Capital in Changing
Times
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
The Challenge for Managers
Human Capital IMPACTS the Bottom Line
To create value through Human Capital requires a fundamental change in how it is recognized and managed in most organizations.
What is Strategy Execution?
• Value Creation – Enables the Value Proposition for all stakeholders
• The aggregated combination of the firm’s resources applied by the strategic business units
• Results from managerial decisions for resource allocations and tradeoffs
Ohio University College of Business Executive Education
Strategy Execution
Enables the Value Proposition for Stakeholders
Application: Focus on a Strategic Business Unit -Primary Pharmaceutical Industry
Production
Marketing
Research & Development
Human Resources
Ohio University College of Business Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Position
Person
Ohio University College of Business Executive Education
Critical Outcomes for Strategy Execution
Research & Development Group in Primary Pharmaceuticals
1. New Product Applications 2. Reduce Time to Market
Ohio University College of Business Executive Education
Talent Management
• Talentship requires a redefinition of the traditional service role of HR managers in organizations.
• This involves a managerial focus on the process of "talent segmentation" and the need to focus managerial attention on "pivotal talent pools".
Ohio University College of Business Executive Education
Human Capital (Pivotal Talent Pools)
Strategy Execution
Competitive Advantage
SustainabilityOhio University College of Business
Executive Education
Talent Segmentation
• Talent segmentation is as vital to strategic success as customer segmentation.
• Talent segmentation involves identifying pivotal talent pools where human capital makes the biggest difference to strategy execution
Ohio University College of Business Executive Education
Sharing our Experiences
How do organizations you know use segmentation?
Ohio University College of Business Executive Education
Customer Segmentation
1. Does your organization segment customers?
2. What are these customer segments?
3. How are they treated differently?
Ohio University College of Business Executive Education
Talent Segmentation
1. Does your organization identify specific talent pools?
2. What are these talent pools?3. How are the management practices
different for these talent pools?
Ohio University College of Business Executive Education
Executive Education College of Business Ohio Universaity
Drilling Down in Human Capital
Pivotal Talent Pools
Pivotal PositionsDetermine the Pivotal Positions
to Deliver Strategy Execution
Sharing our Experiences
Which position, Characters or Sweepers
are most pivotal?Ohio University College of Business
Executive Education
Finding the Pivotal PositionYield Curve - understanding where
differences in quality or quantity of talent and organization have the greatest impact on strategy execution (steepness, elasticity, D, slope)
Ohio University College of Business Executive Education
Providing a Delightful
Guest Experience
Being The Happiest Place on
Earth!
Ohio University College of Business Executive Education
What is a Pivotal Position?
• Not necessarily the highest paid/ranked position
• Not necessarily most critical• Not necessarily the most common/number• Not necessarily the most visible• Not necessarily the most obvious• Not ever a person
Ohio University College of Business Executive Education
Pivotal Positions in the R & D Talent Pool of Primary Pharmaceuticals
• What is the Pivotal Position for executing strategy?
• Provides the most significant (relative to others in the pivotal talent pool – R&D) improvement in strategy execution
• Research Scientist
Ohio University College of Business Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Research Scientist
Person
Ohio University College of Business Executive Education
Yield Curve Primary Pharmaceuticals
Best Sales Rep
Worst Sales Rep
Str
ate
gy
Exe
cu
tio
n
Investment in Human Capital
Best RS
Worst RS
Sales Representative
Research Scientist
Ohio University College of Business Executive Education
Yield Curve Primary Pharmaceuticals
Investment in Human Capital
Research Scientist
Best Sales RepWorst Sales
Rep
Str
ate
gy
Exe
cu
tio
n
Best RS
Worst RS
Sales Representative
20%
Ohio University College of Business Executive Education
Yield Curve Primary Pharmaceuticals
Investment in Human Capital
Research Scientist
Best Sales RepWorst Sales
Rep
Str
ate
gy
Exe
cu
tio
n
Best RS
Worst RS
Sales Representative
20%
Ohio University College of Business Executive Education
Same Industry - Different Business Model
Primary• High Margins• Sell to Physicians• Time to Market• New
Applications
Generic• Low Margins• Sell in Bulk• Low Cost• Manage
Distribution Channels
Ohio University College of Business Executive Education
Yield Curve Generic Pharmaceuticals
Investment in Human Capital
Sales Representative
Best RSWorst RS
Str
ate
gy
Exe
cu
tio
n
Best Sales Rep
Worst Sales Rep
Research Scientist
20%
Ohio University College of Business Executive Education
ROLE CHALLENGES AND PERFORMANCE DRIVERS
Developing Human Capital in Changing Times
Ohio University College of Business Executive Education
Critical Outcomes for Strategy Execution – Pivotal Position
Research Scientist in R&D Primary Pharmaceuticals
1. New Product Applications 2. Reduce Time to Market
Ohio University College of Business Executive Education
Performance Drivers Support Critical Outcomes
Performance Drivers identify the most critical capabilities, the required behaviors and define the culture necessary for support of strategy execution by pivotal positions
Ohio University College of Business Executive Education
Research Scientist
New Applications & Reduced Time
Culture
BehaviorCapability
Ohio University College of Business Executive Education
Definitions of Performance Drivers
Capability = knowledge, skill, ability or competency inherent in a unit of human capital
Behavior = Actions, reactions, interactions exhibited by a unit of human capital
Culture = a system of shared values, understandings and affect that distinguishes the unit that contains human capital
Ohio University College of Business Executive Education
New Product Applications; Research Scientist at Primary Pharmaceuticals
Capabilities: 1. Deep knowledge of specific products, 2. Creativity and Innovation Skills,
Behaviors: 1. Scans multiple sources for potential applications beyond present uses, 2. Share tacit knowledge with the team
Culture: 1. Innovation and risk taking, 2. Team orientation
Ohio University College of Business Executive Education
Reduce Time to Market; Research Scientist at Primary Pharmaceuticals
Capabilities: 1. Project management skills, 2. Current on regulatory requirements
Behaviors: 1. Deal with regulatory agencies effectively, 2. Design efficient processes
Culture: 1. Outcome oriented, 2. Attention to detail
Ohio University College of Business Executive Education
Human Capital (Pivotal Positions)
Strategy Execution
Competitive Advantage
Sustainability
Human Capital Capabilities
Human Capital Behaviors
Workforce Culture
(Performance Drivers)
Ohio University College of Business Executive Education
Finding Performance Drivers
1. Starting with the critical talent pools focus down to pivotal positions
2. Within that position look for the pivotal role challenges
3. Identify the performance drivers; specific capabilities, behaviors and culture necessary to succeed at the pivotal role challenge.
Pools Positions Challenges Drivers
Ohio University College of Business Executive Education
CREATING AND MANAGING HUMAN CAPITAL ARCHITECTURE
Developing Human Capital in Changing Times
Ohio University College of Business Executive Education
Human Capital Architecture
• Depicted in the “Blue Print” of the combined human resource practices of the organization (portfolio of practices).
• To be effective and efficient in delivering strategy execution the HCA must be designed, implemented and maintained specifically for pivotal positions (Just like promotion, pricing and distribution channels for customer segments)
Ohio University College of Business Executive Education
Procurement & Retention
Compensation & Rewards
Knowledge Management
Performance Management
Human Capital Architecture
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
Why is Human Capital Architecture Critical for Success?
• Provide a basis for strategy execution and sustained competitive advantage
• Things like financial structure operational processes and technology can be easily copied or purchased
Ohio University College of Business Executive Education
Why Support a Human Capital Oriented Strategy?
Because…...The organization can leverage
human capital by managing the architecture to achieve a higher return for owners
Ohio University College of Business Executive Education
The Power Of Human Capital Architecture
Share Holder Returns
Invested Resources & Capital
Human Capital Architecture
Ohio University College of Business Executive Education
The Power Of Human Capital Architecture
Share Holder Returns
Invested Resources & Capital
Human Capital Architecture
Human Capital (Pivotal Positions)
Human Capital Architecture components (Enablers)
Human Capital Architecture components alignment (Vertical & Horizontal)
Strategy Execution
Competitive Advantage
Sustainability
Human Capital Capabilities
Human Capital Behaviors
Workforce Culture
(Performance Drivers)
Human Capital Architecture
Ohio University College of Business Executive Education
Break Time
http://vimeo.com/6958741
Ohio University College of Business Executive Education
Level 3 #3 MICRO: Individual differentiation
and Employee engagement
Ohio University College of Business Executive Education
MANAGING THE INDIVIDUAL DIFFERENTIATION AND
ENGAGEMENT
Developing Human Capital in Changing Times
Ohio University College of Business Executive Education
Managing Human Capital the Person
While the human capital architecture is designed to support the highest level of performance for pivotal positions it must ultimately be differentiated at the level of the person
Ohio University College of Business Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Research Scientist
Richard or Mary
Ohio University College of Business Executive Education
Three Challenges to Leaders
1. The changing Employment Relationship (contract)
2. Individual positions in the Employment Lifecycle
3. Developing and supporting Employee Engagement
Ohio University College of Business Executive Education
Shifting Employment Relationship
• The employer/employee relationship is shifting to a contractual relationship that is more a partnership than economic exchange.
• Larger spans of control, fewer employees delivering more output.
• Decline in traditional communications increase in cyber communications.
Ohio University College of Business Executive Education
The Employee Lifecycle
1. Recruitment2. Hiring3. Onboarding4. Training5. Career development
6. Compensation7. Retention8. Promotion9. Separation
Savitz, 2013
Ohio University College of Business Executive Education
Employee Engagement: Examples in Practice
• “Engagement describes how an employee thinks and feels about, and acts toward his or her job, the work experience and the company.” Intuit
• “Employee engagement is the involvement with and enthusiasm for work.” Gallup
Ohio University College of Business Executive Education
Employee Engagement: Examples in Practice
• “Engagement is the extent of employees’ commitment, work effort, and desire to stay in an organization.” Caterpillar
• “Engagement: To compete today, companies need to win over the MINDS (rational commitment) and the HEARTS (emotional commitment) of employees in ways that lead to extraordinary effort.” Dell
Ohio University College of Business Executive Education
Three Levels of Engagement
1. Cognitive Engagement – Employee beliefs about the company the leaders and the culture
2. Emotional Engagement – Employee affect for the organization, leaders, colleagues
3. Behavioral Engagement – the value added component of effort exerted above required minimum.
Ohio University College of Business Executive Education
Three Key Behaviors of Engagement
1. Say: Employees speak positively about the Company to coworkers,potential coworkers, and current and future customers.
2. Stay: Employees strongly desire to continue working for the Company.
3. Serve: Employees exert extra effort and are dedicated to doing the best job to contribute to business success.
Ohio University College of Business Executive Education
Impacts of Employee Engagement
• The extent to which employees are committed to something or someone in the organization, how hard they work and how long they stay as a result of that commitment.
• Employees with high level of engagement are 87% less likely to leave and 20% more productive.
Ohio University College of Business Executive Education
Levels of Employee Engagement
• Engaged Employees (28%) – work with passion and exuberance, feel a profound connection to the organization can’t wait to contribute more – OCB organizational citizenship behaviors
Ohio University College of Business Executive Education
Levels of Employee Engagement
• Not Engaged (53%) – “checked out” of the organization, effort put forth is minimal and barely acceptable, lack passion and do not identify with the organization – often the majority of employees
Ohio University College of Business Executive Education
Levels of Employee Engagement
• Actively Disengaged (19%) – not just disconnect but unhappy, the behaviors are counterproductive and at times destructive, degenerates the culture and based on cognitive dissonance Fosters TIMJ and DGMGE
Ohio University College of Business Executive Education
Global Survey ResultsOnly 1 in 5 Workers are delivering their
full potential!The other 79%:41% are “enrolled” - capable and ready but not inspired30% are disenchanted 8% are disengaged Graber & Lowman, 2008
Ohio University College of Business Executive Education
What is your organization's ratio?
• In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57 engaged to 1 actively disengaged.
• In average organizations, the ratio of engaged to actively disengaged employees is 1.83 to 1.
Ohio University College of Business Executive Education
A Model of Employee Engagement
Serve
Stay
Say
EmployeeEngagement
OrganizationCulture/Purpose
TotalCompensation
Relationships
Quality of Work Life
CareerOpportunity
OrganizationLeadership
WorkActivities
Model used consistently over time to assess and track engagement
Um Modelo de Obrigação d0 Funcionário
Serve
Fica
Diz
Obrigação do Funcionário
Organização Cultura / Objetivo
Total da remuneração
Relacionamentos
Qualidade de vida no trabalho
Oportunidade de carreira
Organização liderança
Atividades de Trabalho
Modelo usado de forma consistente ao longo do tempo para avaliar e acompanhar o engajamento
Sharing our Experiences
Is Your Job Engaging?Take the Gallup survey
Ohio University College of Business Executive Education
Engagement Survey Respond Yes or No
1. Do you know what is expected of you at work?
2. At work do you have the opportunity to do what you do best every day?
3. In the past month have you received recognition or praise for doing good work?
4. Does your supervisor or someone in authority seem to care about you as a person?
5. At work do your opinions seem to count?
1. Voce sabe o que é esperado de voce no trabalho?
2. No trabalho lhe é dada a oportunidade de fazer o seu melhor todo dia?
3. No mês passado você recebeu reconhecimento ou elogios por fazer um bom trabalho?
4. O seu supervisor, ou alguém a quem se reporta, parece se importar com voce como pessoa?
5. No trabalho as suas opiniões parecem contar?
Ohio University College of Business Executive Education
Engagement Drivers by Country
Brazil1. Organization rewards outstanding customer service2. Improved my skills over last year3. Senior management sincerely interested in employee well being
USA1. Senior management sincerely interested in employee well being2. Improved my skills over last year3. Organization’s reputation for social responsibility
Ohio University College of Business Executive Education
Engagement Drivers by Country
Brazil4. Enjoy challenging work assignments that broaden skills5. Organization invests in innovative products and services
USA4. Input into decision making in my department5. Organization quickly resolves customer concerns
Ohio University College of Business Executive Education
Practicing & Managing Employee Engagement
Ohio University College of Business Executive Education
How Mary sees Mary
How Richard
sees Richard
Richard and Mary:
The “Real” Story
How Would Mary Respond?How Would Richard Respond?
1. Do you know what is expected of you at work?
2. At work do you have the opportunity to do what you do best every day?
3. In the past month have you received recognition or praise for doing good work?
4. Does your supervisor or someone in authority seem to care about you as a person?
5. At work do your opinions seem to count?
1. Voce sabe o que é esperado de voce no trabalho?
2. No trabalho lhe é dada a oportunidade de fazer o seu melhor todo dia?
3. No mês passado você recebeu reconhecimento ou elogios por fazer um bom trabalho?
4. O seu supervisor, ou alguém a quem se reporta, parece se importar com voce como pessoa?
5. No trabalho as suas opiniões parecem contar?
Ohio University College of Business Executive Education
Richard and Mary:Engagement Scorecard
Ohio University College of Business Executive Education
Engagement Score# Yes Richard Mary
1
2
3
4
5
“BAD” Bosses Impact Engagement
• 40% of workers in the business world think they work for bad bosses.
• 39% said their managers failed to keep promises.
• 37% said their bosses did not give them the credit they deserved.
• 31% indicated their supervisor gave them "the silent treatment."
Ohio University College of Business Executive Education
“BAD” Bosses Impact Engagement
• 27 % reported negative comments from their management.
• 24% claimed their bosses invaded their privacy.
• 23% stated that their supervisor blamed them or other workers to cover up personal mistakes.
Ohio University College of Business Executive Education
3 Most Important for Richard? For Mary?
Serve
Stay
Say
EmployeeEngagement
1. OrganizationCulture/Purpose
7. TotalCompensation
2. Relationships
4. Quality of Work Life
5. CareerOpportunity
6. OrganizationLeadership
3. WorkActivities
Quais são os três mais importantes para Richard? Para Mary?
Serve
Fica
Diz
Obrigação do Funcionário
1. Organização Cultura / Objetivo
7. Total da remuneração
2. Relacionamentos
4. Qualidade de vida no trabalho
5. Oportunidade de carreira
6. Organização liderança
3. Atividades de Trabalho
Richard and Mary:Differentiators for Engagement
Ohio University College of Business Executive Education
Rated in the top 3 itemsITEM Richard Mary1 Organization Culture 2 Relationships 3 Work Activities 4 Quality Work Life 5 Career Opportunity 6 Organizational Leadership 7 Total Compensation
Performance Feedback
Ohio University College of Business Executive Education
Mary, What do you want to tell
Richard?
Richard, What do you want to tell
Mary?
Ohio University College of Business Executive Education
How Richard sees Mary
How Mary sees Richard
Your Team’s Creation Please
Employee Engagement – 3 Challenges for Managers
1. Recognize the significance of the employment relationship.
2. Understand and adjust to the individual in their employee life cycle
3. Design & implement systems to fully engage the human capital (individuals) in the organization.
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
Isn’t it COMMON SENSE?
Managers know that they should create functional Human Capital
Architecturesbut
They have elaborate excuses why they can’t
Ohio University College of Business Executive Education
Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will embrace the potential of the connection between Human Capital and Profit
Ohio University College of Business Executive Education
Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will engage minimal change
Half will engage comprehensive change
Ohio University College of Business Executive Education
Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will engage minimal change
Half won’t stay the course
Half will succeed
J
Ohio University College of Business Executive Education
It is Difficult to Imitate
Only about 1 in 8 even come close!Implementation of a viable human capital
architecture requires deep change and a commitment to “stay the course”.
It is often slow and paybacks are a long time coming
Most of the requirements defy “Conventional Wisdom”
Your AssignmentWhen you return to Brazil:
A. Identify at least one pivotal talent pool, and then at least one pivotal position in your immediate work environment
B. Identify at least one human capital architecture component that is ineffective for required performance drivers for the position
C. Suggest a change to the current process and justify it to your superiors in “REAL” terms
Ohio University College of Business Executive Education
Ohio University College of Business Executive Education
Just Do It?Managers to succeed in the new
normal must rely on a human capital architecture that defies
traditional practices and conventional wisdom
top related