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When Barry Met Sammy

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This story was written by Lyle Potgieter to show how Human Capital systems are lagging. …

This story was written by Lyle Potgieter to show how Human Capital systems are lagging.

Barry is a chair. Sammy is a Marketing Manager. Both joins the organization at the same time but are treated differently...

For full story go to http://www.peoplestreme.biz/when_barry_met_sammy.shtml

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  • 1. When Barry met Sammy
  • 2. meet barry
  • 3. Barry joined the organization in 2001 …
  • 4. meet sammy
  • 5. Sammy joined as Marketing Manager also in 2001 …
  • 6. Barry cost $782 …
  • 7. amortised over 10 years , that’s
    • $78.20 per annum
  • 8. Sammy costs the organization $189,742 per annum
  • 9. Barry came with…
  • 10.  
  • 11. … that was scanned and attached to the depreciation schedule
  • 12. Sammy came with…
  • 13.  
  • 14. … that was lost after she was hired
  • 15. Each year the accountants value …
  • 16.  
  • 17. Each year Sammy’s value …
  • 18.  
  • 19. But this increase is not recorded anywhere .
  • 20. Upgrade After 5 years …
  • 21. AGAIN this upgrade cost is noted in the depreciation schedule
  • 22. Master Degree in Digital Design considered one of the Best Talent in the sector After 5 years …
  • 23. AGAIN her new skills are not listed neither is the cost of study
  • 24. Each year, the CEO formulates a strategy
  • 25. Barry does not know his part of the strategy
  • 26. neither does Sammy
  • 27. Both keep doing their jobs hoping they are aligned to the strategy
  • 28. Barry does a great job
  • 29. Clients comment on how successful the company must be to have such a nice Regional Board Room
  • 30. Everyone is proud of Barry and the Board Room
  • 31. Sammy develops the best Digital Campaign the organization ever had
  • 32. Sales increase by 40%
  • 33. She feels good about this but…
  • 34. No-one gives her credit for her work
  • 35. Barry gets a promotion
  • 36. He is to represent the organization in its head office board room
  • 37. Sammy is not aware of a vacant position for…
  • 38.  
  • 39. She hears about the role after it has just been offered to a person with …
  • 40. less experience
  • 41. less formal qualifications
  • 42. and knows nothing about the organization
  • 43. … as he was appointed from outside the organization
  • 44. Sammy gets frustrated … … and request a meeting with HR President
  • 45. The meeting is booked here
  • 46. As Sammy enters the board room, she meets a young accountant who has just finished valuing Barry
  • 47. The accountant introduces Sammy to Barry… … as she explains that Barry is one of the organization’s most valued assets
  • 48. The accountant has a lengthy record of Barry’s performance over the years…
  • 49. Barry’s Net Value to the organization,
  • 50. locations Barry has served,
  • 51. and net cost to the organization
  • 52. Barry has cost the organization $703.80
  • 53. Sammy has cost the organization +$2,000,000
  • 54. … and has made the company 10 x 2,000,000 = $20,000,000
  • 55. … but this is not recorded anywhere.
  • 56. As the president of HR walks in, Sammy asks him…
  • 57. “ Do you know what I do for the company?”
  • 58. “ Do you know how much you have invested in me ?”
  • 59. “ Do you know what I can do for the company?”
  • 60. “ Don’t be like that, you are one of our most valued assets .”
  • 61. In that moment, Sammy knows that the organization knows more about a chair than about her
  • 62. She knows the organization has spent more time …
  • 63. Valuing
  • 64. Developing
  • 65. Recording
  • 66. … capabilities of a chair than they have with her.
  • 67. What does this mean
  • 68. In most organizations , Human Capital management processes are still in the Industrial Age where …
  • 69. … people are viewed as a cost rather than an asset .
  • 70. Most organizations cannot find talent within,…
  • 71. … leaving existing employees feeling a distinct lack of appreciation .
  • 72. Most organizations don’t inventory their employees capabilities and skills , therefore…
  • 73. … roles are filled externally .
  • 74. Most organizations have more information on their board room chairs than their senior executives
  • 75. Sad but True .
  • 76. Financial systems are mature ,
  • 77. Human Capital systems in their infancy .
  • 78. Reporting systems are based on Industrial Age thinking …
  • 79. Information Age thinking is about people not dead Assets – sorry Barry
  • 80. Barry met Sammy …
  • 81. but that’s where it ended, just like most careers with companies that can’t adapt to change .
  • 82. Come to the Information Age of Human Capital -
  • 83. Find your people
  • 84. Know your people
  • 85. Manage your people
  • 86.  
  • 87. For the full story on “ When Barry met Sammy”, please go to: http://www.peoplestreme.biz/when_barry_met_sammy.shtml

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