When  Barry  met  Sammy
meet  barry
Barry  joined the organization in 2001 …
meet  sammy
Sammy  joined as Marketing Manager also in  2001 …
Barry  cost  $782 …
amortised over  10 years , that’s <ul><li>$78.20  per annum </li></ul>
Sammy  costs the organization  $189,742  per annum
Barry  came with…
 
… that was  scanned  and  attached   to the  depreciation schedule
Sammy  came with…
 
… that was  lost  after she was  hired
Each year the  accountants   value …
 
Each year  Sammy’s value …
 
But this  increase  is not recorded anywhere .
Upgrade After  5 years …
AGAIN  this   upgrade cost   is  noted  in the  depreciation schedule
Master Degree in  Digital  Design considered one of the  Best   Talent in the sector After  5 years …
AGAIN  her  new skills  are  not listed neither is the  cost of study
Each year, the  CEO  formulates a  strategy
Barry  does not know  his part  of the  strategy
neither does  Sammy
Both keep doing their jobs  hoping they are  aligned  to the  strategy
Barry does a  great job
Clients comment on how successful the company must be to have such a  nice   Regional Board Room
Everyone  is proud of  Barry and the  Board Room
Sammy develops the  best Digital Campaign  the organization ever had
Sales  increase by 40%
She   feels  good  about this but…
No-one  gives her  credit for her  work
Barry gets a  promotion
He is to  represent  the organization in its  head office board room
Sammy is not aware of a  vacant position  for…
 
She  hears  about the  role  after it has  just been  offered  to a person  with …
less experience
less formal qualifications
and knows nothing about the organization
… as he was  appointed from outside  the organization
Sammy  gets  frustrated …   … and request a meeting with  HR President
The meeting is booked  here
As Sammy enters the board room, she meets a young accountant who has just finished  valuing Barry
The accountant introduces Sammy to Barry… … as she explains that Barry is one of the organization’s  most valued assets
The accountant has a  lengthy record  of Barry’s performance  over the years…
Barry’s   Net Value   to the organization,
locations Barry  has served,
and  net cost to the organization
Barry has  cost  the organization $703.80
Sammy has  cost  the organization +$2,000,000
… and  has made  the company   10 x  2,000,000 =  $20,000,000
… but this is not  recorded anywhere.
As the president of HR walks in, Sammy asks him…
“ Do you know  what I do  for the company?”
“ Do you know how much you have  invested in me ?”
“ Do you know what I  can  do for the company?”
“ Don’t be like that, you are one of our  most valued assets .”
In that moment, Sammy knows that the organization  knows more about a chair  than about her
She knows the organization has  spent more time …
Valuing
Developing
Recording
… capabilities of a chair than they have with her.
What does this mean
In  most organizations , Human Capital  management processes are still in the  Industrial Age where …
… people are viewed as  a cost rather than an asset .
Most organizations  cannot  find talent within,…
… leaving existing employees feeling a distinct lack of appreciation .
Most organizations  don’t inventory their employees  capabilities and skills , therefore…
… roles are filled externally .
Most organizations  have more information on their  board room chairs than their  senior executives
Sad but True .
Financial systems are  mature ,
Human Capital systems in their  infancy .
Reporting systems  are based on Industrial Age   thinking …
Information Age thinking  is about people not dead Assets  –  sorry Barry
Barry  met  Sammy …
but that’s where it ended, just like  most careers  with companies that  can’t adapt to change .
Come to the  Information Age   of  Human Capital  -
Find your people
Know your people
Manage your people
 
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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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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