When Barry Met Sammy
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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