PowerPoint Presentation

HUMAN CAPITAL MANAGEMENTAN overview on trends & best practices

Evolution of HCMFunctionsFinancial FocusKey StrategiesProducts/ServicesTransactionsComplianceRecord KeepingAdvisory ServicesProblem SolvingOperational IssuesCapacity BuildingIdentification of OpportunitiesStrategic Issues

Minimal CostCost ControlInvestment Analysis (ROI)

Rule KnowledgeProcess EfficiencyHR PracticesBusiness ContextSystems thinkingStrategic Consulting

AppointmentsPosition DescriptionsPersonnel FoldersReportsSalary PaymentsBenefit InformationTraining administrationSafety Inspections/RecordsRecruitingCompensationPerformance EvaluationTraining Planning/DeliveryPosition managementInformation SystemsEmployee RelationsPayrollRisk ManagementHuman Capital PlanningTalent ManagementLeadership Development & SuccessionPerformance CultureCompetency SystemsWork Environment EnhancementMetrics/StandardsChange Management

Metaphor:EnforcerBusiness PartnerStrategic Partner

Technical CorrectnessProcess ImprovementTransformation

Paradigm:

Cumulative Nature of Strategic Human Capital Management

SHCM focuses on missions & strategies and not the processes. It places the right people in the right jobs with the right time to most effectively perform the work of the orgz.3

Drivers Human capital ManagementEconomic uncertainty forcing the organization to operate more efficientlyOrganic growth and achieving organizational growth goalsScarcity of key skills in the marketplace (domain/industry specific)

Best Practices in Human Capital Management1.Maintain a flat organization, with accessible leadership, direct communication and limited layers of decision making.2.Know where are we going as an organization and communicate it regularly to every stakeholder3.Treat employees as equal stakeholders in the success of the business4.Define the culture and the sort of person who will do best in it and hire for that.5.Provide an engaging experience that makes employees want to give 110%

Contd.6.Promote innovation, encouraging critical and creative thinking.7.Expose employees to the full range of the business, not just their individual jobs.8.Push beyond whats expected and whats comfortable.9.Respect and honor the whole person.10.Catch people doing something right. Share it and celebrate it.

The Corporate Ladder has given way to the Corporate LatticeCorporate LadderHierarchical, top downWork is where you goNarrow career paths and jobsHomogenous workforceCareer versus lifeLow workforce mobilityCorporate LatticeFlatter, collaborativeWork is what you doMultidimensional career paths and jobsHeterogeneous workforceCareer and lifeHigh workforce mobility

Thinking like an EconomistThe open talent economyInnovating the talent brandCreating an elastic workplaceFinding the silver lining in the talent gapDebunking the Superman mythThe performance management puzzleIncreasingly, many HR leaders have to answer questions that have an economic issue at their corethe allocation of a scarce resource called talent.Jump ahead to the year 2020. Half the people you rely on dont actually work for you, and thats a good thingif youre readySocial media has erased whatever lines used to exist between the corporate brand and the talent brand. Theyre two sides of the same coinWorkplace flexibility has become table stakes for attracting and retaining employees. Now companies must align their flexibility strategy with their core strategy to realize the benefitsOrganizations can capitalize on shifting retirement patterns to help narrow their talent gapYesterdays leadership theories are not keeping pace with the velocity of todays disruptive marketplace. Organizations are seeking a new model for the age of agilitySome say traditional ways of managing employee performance are irrelevant in todays fast-changing work environment. Others argue that these methods drive accountability and differentiated compensation. Both are right.Seven crucial leadership conversations critical to future business success

By initiating the crucial conversations around these Human Capital Trends for 2013, leaders can zero in on the trends most closely linked to their business strategy and make informed decisions about where to focus attention and resources to create value.8

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