This document discusses how an organization's maturity in managing human capital can impact its value, risk, and reputation. It introduces the Organizational Maturity Rating (OMR) framework, which evaluates organizations across 10 pillars and 6 stages of maturity. More mature organizations that view human capital as integral to operations and strategy tend to create more sustainable value, face less risk, and have better outcomes. The document advocates that organizations assess their maturity and adopt practices like valuing human capital to maximize long-term value and responsibility to society.

1. “Shaping an investment industry that
serves the greater good”
Understanding value creation & risk from human capital
An introduction to Organization Maturity Ratings
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2. How much does human
capital matter?
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3. Understanding how human capital drives value & risk:

4. Valueorientation – short, longterm; narrow or
broadbased?
“
”
Theparadox is that by not pursuing profitability to the
exclusion of all else, the Great Engine companies in their
Golden Age would achieve enormous increases in
value...whereas,by single-mindedly pursuing profit...these
same companies and their successors actually createdless
genuine, lasting wealth; indeed, they would often destroy
it.
(The Puritan Gift, Kenneth & William Hopper)

5. Profit is critical for a
healthy organisation but
value is much broader,
cleaner and sustainable
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6. Stage 2
Good
Professional
Practice
Stage 3
Effective
Management
Stage 4
Human Capital
becomes integral
to business
operations
Stage 5
Transition:
operational
to strategic
focus
Stage 1
Personnel
Administration
Board & Executives
resistant/unaware of people
& human capital value up to
this point
Stage 6
Organisation
becomes a
whole system
Stage 0
No Conscious
People
Management
Maturity spectrum:
OMR ‘AAA’ Scales
LONG TERM - STABILITYSHORT TERM - UNSTABLE
A+to
AA-
AAA
BBBto
A
BBB-
BB+
BB
C
B
OMR
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7. THE TEN ‘PILLARS’
Value
Motive
Whole
system
Learning
Organization
Improvement
philosophy
People risk
Human
capital ethos
Trust,
engagement,
cooperation
Performance
system
Communication
Business/peo
ple strategy
Maximizing value & understanding risk:

8. Maturity in practice: value outcomes
Early indicators
 Exec expectations of human capital & value now aligned across the
business
 Organization now adopting a new language around HCM
 10 Pillars embedded into assessment of planned HC activities
 Maturity provides new framework for value based assessments and
decision making
 Mature thinking becomes conscious & senior execs now lead on HC
initiatives
 Practically NSW HR team now focused on the business rather than
blindly adopting "best practice”

9. How Maturity Pillars can predict value creation & destruction

10. Value vs supply
chain orientation
Embedded societal
value &
responsibility
Truly inclusive
workplaces
Best/sustainable
resource use
Learning,
knowledge &
innovation
High trust,
cooperation &
informed decision
making
Maturity drives
higher value,
lower risk &
‘good’ outcomes
“social, economic, environmental, and ethical factors
directly affect business strategy—for example, how
companies attract and retain employees, how they
manage the risks and create opportunities from climate
change, a company’s culture, corporate-governance
standards, stakeholder-engagement strategies,
philanthropy, reputation, and brand management.” –
David Blood 2007

11. Thank you
www.omservices.org
Stuart.woollard@omservices.org
Improve your Organization’s Maturity
Increase your Organization’s Value
Enhance your Societal Impact &
Reputation
OMS Organizational Maturity Services
LLP