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Unleashing human capital

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Unleashing Human Capital to Drive the Next Wave of Growth

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Unleashing human capital

  1. 1. Unleashing Human Capital to Drive the Next Wave of Growth Anna-Lucia Mackay & Anthony Sork www.hcmglobal.biz HCM Global Pty Ltd © 2003 1
  2. 2. HCM Global Pty Ltd © 2003 2
  3. 3. AGENDA • Understanding Human Capital Management (HCM) as a strategic driver of enterprise growth • Best Practice HCM programs • Integrating HCM infrastructure across the organisation HCM Global Pty Ltd © 2003 3
  4. 4. TRANSITIONING HR TO HCM • “Do more with less” has pressured a change to the structure and purpose of central departments • No longer can “administrative centres” exist without clear contribution to the bottom line • Corporate services now required to be consultative and strategic • In the knowledge economy, attraction and retention of talent is the key differentiator to business success • To devise and successfully implement a Human Capital Strategy that facilitates business performance and enables business growth is the purpose of this corporate service today and into the future HCM Global Pty Ltd © 2003 4
  5. 5. MCKINSEY REPORT – WAR FOR TALENT The survey comprised of 400 corporate officers and 6,000 executives from the “top 200” ranks in these companies. • Only 33% of the 6,000 “top 200” executives strongly agreed that their companies attract highly talented people • Just 10% strongly agreed that they retained their high performers • Only a paltry 3% said their companies “actually developed their people quickly and effectively, or move low performers out quickly” HCM Global Pty Ltd © 2003 5
  6. 6. THE CEO VIEW HCM Global Pty Ltd © 2003 6
  7. 7. HOW ARE WE PERFORMING HCM Global Pty Ltd © 2003 7
  8. 8. THE SCORE CARD • Very good on the HR basics – Administration • Key areas to improve: – Recruitment – Retention HCM Global Pty Ltd © 2003 8
  9. 9. “The very definition of Human Capital is that it walks out the door every evening, and exits permanently with an employee who leaves a company.” HCM Global Pty Ltd © 2003 9 Gary S Becker Nobel Prize winning economist
  10. 10. HUMAN CAPITAL Human Capital Ability/ Competency HCM Global Pty Ltd © 2003 10 Intellectual/ Knowledge Relationships Internal/External
  11. 11. HUMAN CAPITAL MANAGEMENT MODEL HCM Global Pty Ltd © 2003 11 EMPLOYER OF CHOICE Source: HCM Global 2003 PEOPLE PRODUCT & PROCESS SYSTEMS BUSINESS STRATEGY & OBJECTIVES HUMAN CAPITAL MANAGEMENT STRATEGY RETENTION DEVELOP & RECRUIT Able to Execute Unable to Execute HCM
  12. 12. HUMAN CAPITAL MANAGEMENT HCM Global Pty Ltd © 2003 12
  13. 13. ATTRACT HCM Global Pty Ltd © 2003 13
  14. 14. WHERE TO START • Who are you trying to attract? • What talent do you know your organisation requires? – Linked to organisation strategy and key objectives • Profiling your targeted talent • Understand what creates Employer of Choice status for your targeted talent – Note this varies across generations and industry • Create an Employer of Choice strategy HCM Global Pty Ltd © 2003 14
  15. 15. 2003 EoC Research HCM Global Pty Ltd © 2003 15 John Galloway GM Classified, careerone Human Capital October 2003 EoC selection criteria: all industries 31% 9% 16% 11% 19% 14% Career development opportunities Management style and structure Prestige-local and international perception Salary and remuneration Working environment and company resources Workplace culture
  16. 16. RECRUIT HCM Global Pty Ltd © 2003 16
  17. 17. “Through the influence of skill specialisation, low unemployment rates and the recognition of the value of people to the performance of the business, the recruitment process has become as much about candidates selecting the employer as the employer selecting the candidate.” HCM Global Pty Ltd © 2003 17 Debbie Loveridge Divisional Director – Select Australasia 2003
  18. 18. CURRENT MARKET CONDITIONS • Recruitment procedures and tools have become quite sophisticated • Targeted selection has become very effective • Our administrative strengths now threaten our ability to actually achieve the desired recruitment objective • Thoroughness of process has directly impacted length of process • Length of process is one of the greatest influencers on candidate decision making – The “you snooze you lose” effect • There is a fine line between creating desire for a position and creating a barrier of entry and a perception of bureaucracy HCM Global Pty Ltd © 2003 18
  19. 19. BRAND VALUE • The recruitment process will heavily influence your brand value and brand power • The recruitment process for successful candidates will either facilitate or hinder the bonding process • For unsuccessful candidates, a poor recruitment process can have far reaching effects both on consumer perceptions and on future talent attraction HCM Global Pty Ltd © 2003 19
  20. 20. RETAIN HCM Global Pty Ltd © 2003 20
  21. 21. EMPLOYEE BONDING CRITICAL TO RETENTION HCM Global Pty Ltd © 2003 21 ROTATION/ CONTEXT ORIENTATION CORE/CENTRAL MESSAGES INCREMENTAL LEARNING 90 Day Critical Period Source: HCM Global 2003
  22. 22. EoC FOR EXISTING STAFF • Many organisations focus their EoC strategy on attracting talent based on current business objectives • Many neglect the need to develop an EoC strategy that addresses both attracting and retaining talent • Most neglect the need to do this both based on current business objectives as well as future business objectives • Your desired Human Capital will change along with your business HCM Global Pty Ltd © 2003 22
  23. 23. EoC STATUS AND BUSINESS GROWTH 1 yr 2 yr HCM Global Pty Ltd © 2003 23 3 yr 4 yr ff at S gni tsi xE Targeted Staff TIME HCM Global 2003
  24. 24. THE PSYCHOLOGICAL CONTRACT “Psychological contracts are implicit, involving an individual's beliefs of reciprocal exchange between two parties pertaining to trust, loyalty and the well-being of all involved.” HCM Global Pty Ltd © 2003 24 SL Rousseau
  25. 25. 4 ELEMENTS OF THE PSYCH CONTRACT 1. Contract – Focus • Willingness to go beyond the confines of the employment contract • Degree of focus on employer and job as source of remunerative benefit alone 2. Perceived Equity • Degree of perceived equity in the behaviour of the company towards employees • Inputs and outcomes 3. Involvement • Degree to which an employee remains involved in and invests in the activities of the company 4. Time-frame • Expected length of employment relationship based on intentions and perceived long-term prospects with the employer HCM Global Pty Ltd © 2003 25
  26. 26. INVEST IN PEOPLE DEVELOPMENT • Many elements within your businesses will influence retention of key talent – Watson Wyatt identify the following in their Human Capital Index: 1. Recruiting Excellence 2. Clear rewards and accountability 3. Collegial and flexible workplace 4. Communications integrity 5. Prudent use of resources • Key to your Employer of Choice strategy for desired, existing and future talent and influencer of the Psychological contract is your willingness to invest in people development • Gen X and Gen Y demand it!! HCM Global Pty Ltd © 2003 26
  27. 27. ORGANISATION LEARNING PATHWAY MANAGEMENT HCM Global Pty Ltd © 2003 27 • One of the easiest ways to integrate a HCM infrastructure across the organisation is by leveraging your people development system • Ensure you link people development and career progression INDUCTION FUNCTIONALLY SPECIFIC TRAINING MENTOR/COACH LEADERSHIP EXECUTIVE
  28. 28. PEOPLE DEVELOPMENT AS HCM INFRASTRUCTURE Some of your key objectives may include: – To provide an environment in which all staff have the opportunity to develop themselves as far as their ability and desire will allow – To design, develop and implement a comprehensive organisation development program which enables development for all staff across all positions and divisions within the company regardless of length of service – To develop talent from within in line with key organisation objectives HCM Global Pty Ltd © 2003 28
  29. 29. HCM AS A STRATEGIC DRIVER OF GROWTH • Organisations that invest in their people are commonly associated with higher revenues per employee • Measurable HCM factors such as staff retention and absence due to sick leave show a strong link to profitability HCM Global Pty Ltd © 2003 29 Source: Global Human Capital Survey IBM Business Consulting Services
  30. 30. www.hcmglobal.biz HCM Global Pty Ltd © 2003 30

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