When Barry Met Sammy

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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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When Barry Met Sammy

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