SlideShare ist ein Scribd-Unternehmen logo
1 von 4
Downloaden Sie, um offline zu lesen
7 Tips to Maximize Your Investment
in Human Capital Management
By Nancy Heet, President, Workforce Management Strategies, LLC
The number of integrated human capital management technology solutions
available to organizations continues to grow. Most of the vendors in this market
space speak of the features and benefits of their applications and conduct
demonstrations of a fully populated solution from the perspective of leaders that
have completely embraced it. Once sold, they bring in an implementation team,
whose purpose is to get the application configured and up and running as quickly as
possible. Yet, tackling the hard work of implementation and culture change
required to truly maximize the value of an investment in human capital
management is often underestimated by technology providers and HR/OD
practioners alike. Having worked with organizations from a variety of industries all
seeking solutions to their ―people‖ challenges, Nancy Heet, President of Workforce
Management Strategies, LLC offers the following suggestions to organizations
seeking to achieve the greatest return from their human capital management
investment.
Tip 1: Connect all HCM efforts with the
overall business strategy.
Too many organizations still dismiss human capital
management as a short-term, HR problem rather
than an integral part of a long-term business
strategy. Create and tell over and over again the
compelling story of how your efforts in human
capital management align with your company’s initiatives, mission, vision, and
values. Answer the question: ―How does the HCM process or technology solve a
business problem?‖ The more business initiatives that can be supported through
your human capital management efforts, the better the chance they will be
supported and adopted by the operational leaders.
Tip 2: Have senior leaders’ involvement and commitment visible.
As the saying goes, actions speak louder than words. Employees and middle
managers take their cues regarding what is and isn’t important based on what they
observe in senior leaders. While this may be a statement of the obvious, all too
often organizations have different ―rules‖ for those in senior positions and may
even tolerate the absence of certain human capital management actions from this
group that they expected of others. Consider the message being sent if your
executives are exempt from participating in development planning discussions?
Keeping in mind that senior leaders are called upon to drive and support any
number of strategic priorities within an organization, it behooves those designing
and implementing human capital management processes to plan ways to get and
keep Executive sponsorship noticeable. Scripting messages from senior leaders,
51% of respondents to a
2007 Bersin & Associates
survey cited a lack of
leadership pipeline as
their first or second top
strategic challenge.
Copyright Workforce Mgmt Strategies, LLC 2009 Page 2 of 4
writing articles for company communication vehicle, or branding your initiatives,
while necessary to support your efforts, is not enough to drive change. Genuine,
indisputable sponsorship is only achieved when leaders lead by example.
Tip 3: Foster collaboration throughout the organization, particularly in HR.
Human capital management initiatives typically cross the boundaries of
departments, divisions, regions, or business units. For some organizations, having
common processes across those organizational boundaries are not common place.
In fact, it may even be counter a prevailing operating philosophy of independence.
Even within HR, strong silos can exist between the functional areas of
compensation, training, OD, etc. Recognizing that, many organizations attempt to
achieve commitment through involvement by engaging cross functional/divisional
teams to design and implement HCM efforts. The expectation is that team
members will contribute and then ―sell‖ the HCM solutions within their own parts of
the organization. More often than not, these teams are plagued by a
―representative‖ mentality. Members hold tight to the practices within their areas.
Consensus is reduced to the lowest common denominator or in an attempt to
accommodate all, processes become complex and cumbersome. To avoid this time-
consuming trap, be direct and reinforce the broadness of the team’s objective. As a
first team task, establish Guiding Principles for HCM. Expect team members to
share and socialize these principles within and beyond their individual areas. Once
adopted, frequently stop to test your decisions against the Principles. When the
team gets bogged down, call upon the Guiding Principles to provide direction. Ask,
―Is a 2nd
level approval of development objectives consistent with our Guiding
Principle of ―Keep it Simple?‖. Beyond designing HCM practices, encourage HCM
collaboration with accountability. Establish common performance goals, incentive
opportunities and/or talent specific objectives for all leaders. Common principles
and accountability will do much to foster collaboration.
Tip 4: Train leaders in how to differentiate employee performance.
At the center of most human capital management practices is the business need to
understand the capabilities inside the talent portfolio of the organization. Within
your employee population, there exists a great variety of differences—skills,
experiences, performance history, potential. Some of those differences—such as
education, certifications, etc—can be understood by
merely collecting and sorting that information in the
future. Other components require leaders to make
judgment based on their observations. For most
managers, there is an inherent discomfort with
differentiating employees, especially if those decisions
guide future organizational actions such as pay or
promotion opportunities. In addition, many managers
fall into the trap of making decisions about talent
based on one-sided or distorted information. It is
quite common for managers to overvalue certain aspects while undervaluing others.
Organizations need a
human capital
management process
that yields a full,
balanced, and
accurate picture of its
talent.
Copyright Workforce Mgmt Strategies, LLC 2009 Page 3 of 4
Organizations that take the time to provide managers with guidelines, training, and
opportunities to discuss different scenarios pertaining to talent find their human
capital management decisions are more targeted, thus more effective. Calibration
meetings and Talent Review discussions are good examples of techniques that allow
leaders to learn the perspectives of others to guarantee balanced and complete
information is available when judging talent. Implementing these techniques in
your human capital management process ensures not only higher quality
differentiation, but also equips managers with adequate detail to prepare for what
can sometimes be difficult feedback conversations with employees.
Tip 5: Keep your processes, tools, and technology simple, easy-to-use and
offering clear and immediate value to managers.
The best human capital management processes, tools, or technology will not
achieve desired business outcomes if managers and employees do not use them.
Including process design team members from outside the HR area is one sure way
to get operational perspective into the design. Keeping
things simple means anyone can explain your process and
tools in a brief hallway conversation if need be. Before
implementing, validate your design with other line
managers, especially those with large spans of control.
Let them tell you if your technology configuration is
intuitive or your process is too time intensive. Capitalize
on integrated human capital management suites to avoid
duplicate data input. Be clear about the value proposition
of your HCM efforts from the perspective of the organization, managers, and
employees. When managers and employees experience the WIIFM factors
promoted in your communication, they will move from compliance to commitment.
Tip 6: Hold managers accountable for reaching HCM related objectives.
As the saying goes, you cannot manage it if you cannot measure it. As mentioned
in Tip 3, formalizing HCM management accountability by establishing common
performance goals, incentive targets, or talent specific objectives will hardwire your
human capital management process as needed to achieve expected outcomes.
Make no mistake, it is just as possible to establish measurable goals for HCM as it is
for market share, cost reduction, operating performance, or customer retention.
While not an all inclusive list, examples of specific HCM measures appropriate for
holding managers accountable for HCM outcomes include depth of succession bench
within an business unit, development spend on a defined talent pool within a
business unit, employee engagement level for identified high potential and % of
employees within a business unit who have development plans. In addition,
broader organization HCM measures should also be identified and reported on
regularly, much like operating, financial, or other business metrics.
Some suggest that
quality human capital
management solutions
are naturally complex.
The truth is keeping it
simple requires more
innovative thought.
Copyright Workforce Mgmt Strategies, LLC 2009 Page 4 of 4
Tip 7: Position HCM as a management priority
not an HR project.
Let’s face it, it is common for line managers to want to
delegate the ―people‖ stuff to HR, and many HR
functions willingly accept that task. Yet, true human
capital management is ―management.‖ It represents all
the processes used by line managers and team leaders
to align, coach, assess, develop, and hold people
accountable. As a cornerstone of your strategic plan,
these processes go far beyond human resources – they
touch the activities of every manager nearly every day.
The extent that your HCM processes and technology
provide managers with easy access to analytics and
other information they need and value to accomplish their objectives is the same
extent to which your HCM efforts will move from an HR project to a management
priority. No question, HR has a very important role in human capital management.
HR is accountable to ensure there is clear business value and metrics for every
human capital management initiative. HR must ensure HCM processes and
technology are easy to use. And finally, by working as a strategic business partner,
HR empowers business leaders and line managers to take charge of the people
actions needed to achieve business results.
In Summary, much has happened in the past several years regarding the people
challenges faced by organizations. As a result, astute executive and board
leadership from all industries are grappling with how they will respond to these
challenges. No doubt, we will continue to see investment in solutions of robust
human capital management processes and technologies. The 7 Tips presented in
this article offer lessons of experience for your consideration as you set out to instill
the mind-set and culture change needed to sustain your human capital
management efforts and ultimate maximize your investment.
If you would like to discuss these tips or specific people challenges your
organization is facing, contact Nancy Heet, President, Workforce Management
Strategies, LLC at (314)608-7193 nancy@workforcemgmtstrategies.com
Successful human
capital management is
not an HR thing. Rather,
human capital
management solutions
are management tools
providing accurate, on-
demand information so
leaders can take charge
of the people actions
needed to achieve
business results.

Más contenido relacionado

Was ist angesagt?

Building an HR Leadership Career
Building an HR Leadership CareerBuilding an HR Leadership Career
Building an HR Leadership CareerSuzanne Miklos
 
Rewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesRewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
 
Hr specialist as stragetic partners
Hr specialist as stragetic partnersHr specialist as stragetic partners
Hr specialist as stragetic partnersVeerendra Nath
 
The Culture Secret
The Culture SecretThe Culture Secret
The Culture SecretGMR Group
 
Success and failure in organization design
Success and failure in organization designSuccess and failure in organization design
Success and failure in organization designVijayBalaji14
 
Align HR with Evolution of Company: An SME Perspective
Align HR with Evolution of Company: An SME PerspectiveAlign HR with Evolution of Company: An SME Perspective
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
 
Scaling up your business to next level
Scaling up your business to next levelScaling up your business to next level
Scaling up your business to next levelBrowne & Mohan
 
Performance Measurement in NGOs
Performance Measurement in NGOsPerformance Measurement in NGOs
Performance Measurement in NGOsBrowne & Mohan
 
10 Principles of Change Management
10 Principles of Change Management10 Principles of Change Management
10 Principles of Change ManagementBIJ MISHRA
 
Forum Column Vision Is The Thing
Forum Column Vision Is The ThingForum Column Vision Is The Thing
Forum Column Vision Is The Thingjrh20124
 
CEO Succession - Five Steps to Best Practice - May 2016
CEO Succession - Five Steps to Best Practice - May 2016CEO Succession - Five Steps to Best Practice - May 2016
CEO Succession - Five Steps to Best Practice - May 2016Jason Johnson
 
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
Driving Organizational Performance in Uncertain Times - Mark Kinnich  031710Driving Organizational Performance in Uncertain Times - Mark Kinnich  031710
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
 
Breakthrough Trust Overview
Breakthrough Trust OverviewBreakthrough Trust Overview
Breakthrough Trust OverviewMark_Rivers
 
Driving Organizational Performance in Complex Times - Mark Kinnich 031710
Driving Organizational Performance in Complex Times - Mark Kinnich  031710Driving Organizational Performance in Complex Times - Mark Kinnich  031710
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
 
Top Private Company Board Mistakes
Top Private Company Board MistakesTop Private Company Board Mistakes
Top Private Company Board MistakesCharles Bedard
 
Post Merger
Post MergerPost Merger
Post Mergerukabuka
 

Was ist angesagt? (20)

Building an HR Leadership Career
Building an HR Leadership CareerBuilding an HR Leadership Career
Building an HR Leadership Career
 
Rewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesRewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of Employees
 
Hr specialist as stragetic partners
Hr specialist as stragetic partnersHr specialist as stragetic partners
Hr specialist as stragetic partners
 
Bulding a better top team
Bulding a better top teamBulding a better top team
Bulding a better top team
 
The Culture Secret
The Culture SecretThe Culture Secret
The Culture Secret
 
Success and failure in organization design
Success and failure in organization designSuccess and failure in organization design
Success and failure in organization design
 
Align HR with Evolution of Company: An SME Perspective
Align HR with Evolution of Company: An SME PerspectiveAlign HR with Evolution of Company: An SME Perspective
Align HR with Evolution of Company: An SME Perspective
 
Scaling up your business to next level
Scaling up your business to next levelScaling up your business to next level
Scaling up your business to next level
 
Designed for speed
Designed for speedDesigned for speed
Designed for speed
 
Performance Measurement in NGOs
Performance Measurement in NGOsPerformance Measurement in NGOs
Performance Measurement in NGOs
 
Writing Sample
Writing SampleWriting Sample
Writing Sample
 
10 Principles of Change Management
10 Principles of Change Management10 Principles of Change Management
10 Principles of Change Management
 
Forum Column Vision Is The Thing
Forum Column Vision Is The ThingForum Column Vision Is The Thing
Forum Column Vision Is The Thing
 
CEO Succession - Five Steps to Best Practice - May 2016
CEO Succession - Five Steps to Best Practice - May 2016CEO Succession - Five Steps to Best Practice - May 2016
CEO Succession - Five Steps to Best Practice - May 2016
 
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
Driving Organizational Performance in Uncertain Times - Mark Kinnich  031710Driving Organizational Performance in Uncertain Times - Mark Kinnich  031710
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
 
why great talent is the most precious resource
why great talent is the most precious resourcewhy great talent is the most precious resource
why great talent is the most precious resource
 
Breakthrough Trust Overview
Breakthrough Trust OverviewBreakthrough Trust Overview
Breakthrough Trust Overview
 
Driving Organizational Performance in Complex Times - Mark Kinnich 031710
Driving Organizational Performance in Complex Times - Mark Kinnich  031710Driving Organizational Performance in Complex Times - Mark Kinnich  031710
Driving Organizational Performance in Complex Times - Mark Kinnich 031710
 
Top Private Company Board Mistakes
Top Private Company Board MistakesTop Private Company Board Mistakes
Top Private Company Board Mistakes
 
Post Merger
Post MergerPost Merger
Post Merger
 

Andere mochten auch

изработване на картичката великденска ит мания
изработване на картичката великденска ит манияизработване на картичката великденска ит мания
изработване на картичката великденска ит манияvivakam
 
How to upload your project
How to upload your projectHow to upload your project
How to upload your projectjpageau
 
представянE на 2 б клас
представянE на 2 б класпредставянE на 2 б клас
представянE на 2 б класvivakam
 
Olivier borgeaud-sophro-analyste - A la découverte de vous-même
Olivier borgeaud-sophro-analyste - A la découverte de vous-mêmeOlivier borgeaud-sophro-analyste - A la découverte de vous-même
Olivier borgeaud-sophro-analyste - A la découverte de vous-mêmeolivier-borgeaud-sophro-analyste
 
One minute pp - Intrinsic Motivation
One minute pp - Intrinsic MotivationOne minute pp - Intrinsic Motivation
One minute pp - Intrinsic Motivationsmithkay
 
Mock projection on financial statement of HDFC Bank
Mock projection on financial statement of HDFC BankMock projection on financial statement of HDFC Bank
Mock projection on financial statement of HDFC BankHyder Nujoom
 
Biocompost Production
Biocompost ProductionBiocompost Production
Biocompost ProductionAzhar Javaid
 
Quantum Computing: Welcome to the Future
Quantum Computing: Welcome to the FutureQuantum Computing: Welcome to the Future
Quantum Computing: Welcome to the FutureVernBrownell
 

Andere mochten auch (14)

изработване на картичката великденска ит мания
изработване на картичката великденска ит манияизработване на картичката великденска ит мания
изработване на картичката великденска ит мания
 
Companhia Atlântida
Companhia AtlântidaCompanhia Atlântida
Companhia Atlântida
 
How to upload your project
How to upload your projectHow to upload your project
How to upload your project
 
представянE на 2 б клас
представянE на 2 б класпредставянE на 2 б клас
представянE на 2 б клас
 
Olivier borgeaud-sophro-analyste - A la découverte de vous-même
Olivier borgeaud-sophro-analyste - A la découverte de vous-mêmeOlivier borgeaud-sophro-analyste - A la découverte de vous-même
Olivier borgeaud-sophro-analyste - A la découverte de vous-même
 
NIOA-2010
NIOA-2010NIOA-2010
NIOA-2010
 
GOOGLE INBOX
GOOGLE INBOXGOOGLE INBOX
GOOGLE INBOX
 
Celosia
CelosiaCelosia
Celosia
 
One minute pp - Intrinsic Motivation
One minute pp - Intrinsic MotivationOne minute pp - Intrinsic Motivation
One minute pp - Intrinsic Motivation
 
Mock projection on financial statement of HDFC Bank
Mock projection on financial statement of HDFC BankMock projection on financial statement of HDFC Bank
Mock projection on financial statement of HDFC Bank
 
Olivier borgeaud-sophro-analyste - réflexion sur le don
Olivier borgeaud-sophro-analyste - réflexion sur le donOlivier borgeaud-sophro-analyste - réflexion sur le don
Olivier borgeaud-sophro-analyste - réflexion sur le don
 
Biocompost Production
Biocompost ProductionBiocompost Production
Biocompost Production
 
Olivier borgeaud-sophro-analyste - estime de soi
Olivier borgeaud-sophro-analyste - estime de soiOlivier borgeaud-sophro-analyste - estime de soi
Olivier borgeaud-sophro-analyste - estime de soi
 
Quantum Computing: Welcome to the Future
Quantum Computing: Welcome to the FutureQuantum Computing: Welcome to the Future
Quantum Computing: Welcome to the Future
 

Ähnlich wie 7 tipstomaximizeyourinvestmentinhcm

John K Moore Org Alignment Article
John K Moore Org Alignment ArticleJohn K Moore Org Alignment Article
John K Moore Org Alignment ArticleJohn K. Moore
 
Hrm as a source of shareholder value
Hrm as a source of shareholder valueHrm as a source of shareholder value
Hrm as a source of shareholder valueAdvait Bhobe
 
Getting talent on the right track
Getting talent on the right trackGetting talent on the right track
Getting talent on the right trackKrish Shankar
 
please explain the meaning of a “partnership perspective for managin.pdf
please explain the meaning of a “partnership perspective for managin.pdfplease explain the meaning of a “partnership perspective for managin.pdf
please explain the meaning of a “partnership perspective for managin.pdfajinthaenterprises
 
Assignment On Human Resources
Assignment On Human ResourcesAssignment On Human Resources
Assignment On Human ResourcesWhitney Anderson
 
4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptxjo bitonio
 
Effective Retention Policy
Effective Retention PolicyEffective Retention Policy
Effective Retention PolicyKushagr Agarwal
 
HR best practises.pdf
HR best practises.pdfHR best practises.pdf
HR best practises.pdfLinaGantara
 
Technology For Enterprise Human Resource Management
Technology For Enterprise Human Resource ManagementTechnology For Enterprise Human Resource Management
Technology For Enterprise Human Resource ManagementKrishna Muppavarapu
 
4 reasons why HR is lost in translation when it comes to Strategy
4 reasons why HR is lost in translation when it comes to Strategy4 reasons why HR is lost in translation when it comes to Strategy
4 reasons why HR is lost in translation when it comes to StrategyGlobalStrategyTribe
 
4 Reasons Why HR is Lost in Translations When it Comes to Strategy
4 Reasons Why HR is Lost in Translations When it Comes to Strategy4 Reasons Why HR is Lost in Translations When it Comes to Strategy
4 Reasons Why HR is Lost in Translations When it Comes to StrategyRafael Lemaitre
 
PeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfPeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfssuser1415bc
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process ManagementRod Horrocks
 
MacroEnterprises Case StudyHRM498Miriam Dozier.docx
MacroEnterprises Case StudyHRM498Miriam Dozier.docxMacroEnterprises Case StudyHRM498Miriam Dozier.docx
MacroEnterprises Case StudyHRM498Miriam Dozier.docxsmile790243
 
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docxdrennanmicah
 

Ähnlich wie 7 tipstomaximizeyourinvestmentinhcm (20)

Unit 1
Unit 1Unit 1
Unit 1
 
Basics of Talent Management.pptx
Basics of Talent Management.pptxBasics of Talent Management.pptx
Basics of Talent Management.pptx
 
John K Moore Org Alignment Article
John K Moore Org Alignment ArticleJohn K Moore Org Alignment Article
John K Moore Org Alignment Article
 
22.pdf
22.pdf22.pdf
22.pdf
 
Hrm as a source of shareholder value
Hrm as a source of shareholder valueHrm as a source of shareholder value
Hrm as a source of shareholder value
 
Getting talent on the right track
Getting talent on the right trackGetting talent on the right track
Getting talent on the right track
 
please explain the meaning of a “partnership perspective for managin.pdf
please explain the meaning of a “partnership perspective for managin.pdfplease explain the meaning of a “partnership perspective for managin.pdf
please explain the meaning of a “partnership perspective for managin.pdf
 
10trends
10trends10trends
10trends
 
Assignment On Human Resources
Assignment On Human ResourcesAssignment On Human Resources
Assignment On Human Resources
 
4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx
 
Effective Retention Policy
Effective Retention PolicyEffective Retention Policy
Effective Retention Policy
 
HR best practises.pdf
HR best practises.pdfHR best practises.pdf
HR best practises.pdf
 
Technology For Enterprise Human Resource Management
Technology For Enterprise Human Resource ManagementTechnology For Enterprise Human Resource Management
Technology For Enterprise Human Resource Management
 
159908873 jay-deep
159908873 jay-deep159908873 jay-deep
159908873 jay-deep
 
4 reasons why HR is lost in translation when it comes to Strategy
4 reasons why HR is lost in translation when it comes to Strategy4 reasons why HR is lost in translation when it comes to Strategy
4 reasons why HR is lost in translation when it comes to Strategy
 
4 Reasons Why HR is Lost in Translations When it Comes to Strategy
4 Reasons Why HR is Lost in Translations When it Comes to Strategy4 Reasons Why HR is Lost in Translations When it Comes to Strategy
4 Reasons Why HR is Lost in Translations When it Comes to Strategy
 
PeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfPeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdf
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process Management
 
MacroEnterprises Case StudyHRM498Miriam Dozier.docx
MacroEnterprises Case StudyHRM498Miriam Dozier.docxMacroEnterprises Case StudyHRM498Miriam Dozier.docx
MacroEnterprises Case StudyHRM498Miriam Dozier.docx
 
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docx
 

Último

Stock Market Brief Deck FOR 3142024..pdf
Stock Market Brief Deck FOR 3142024..pdfStock Market Brief Deck FOR 3142024..pdf
Stock Market Brief Deck FOR 3142024..pdfMichael Silva
 
Islamic banking in Afghanistan from start until now
Islamic banking in Afghanistan from start until nowIslamic banking in Afghanistan from start until now
Islamic banking in Afghanistan from start until nowhamidzafar6
 
renaltumors upasana sahu Group 50.pptxism
renaltumors upasana sahu Group 50.pptxismrenaltumors upasana sahu Group 50.pptxism
renaltumors upasana sahu Group 50.pptxismthxz2fdqxw
 
2024.03 Strategic Resources_Pub (1). pdf
2024.03 Strategic Resources_Pub (1). pdf2024.03 Strategic Resources_Pub (1). pdf
2024.03 Strategic Resources_Pub (1). pdfAdnet Communications
 
First, Second, and Third Generation Islamic Economicss
First, Second, and Third Generation Islamic EconomicssFirst, Second, and Third Generation Islamic Economicss
First, Second, and Third Generation Islamic EconomicssAsad Zaman
 
Stock Market Brief Deck FOR 31124 yt.pdf
Stock Market Brief Deck FOR 31124 yt.pdfStock Market Brief Deck FOR 31124 yt.pdf
Stock Market Brief Deck FOR 31124 yt.pdfMichael Silva
 
Swift_Maintaining Critical Standards(...).pptx.pdf
Swift_Maintaining Critical Standards(...).pptx.pdfSwift_Maintaining Critical Standards(...).pptx.pdf
Swift_Maintaining Critical Standards(...).pptx.pdfNeo4j
 
2024.03 Strategic Resources_Pub presentation
2024.03 Strategic Resources_Pub presentation2024.03 Strategic Resources_Pub presentation
2024.03 Strategic Resources_Pub presentationAdnet Communications
 
powerpoint presentation about asian regioonalism
powerpoint presentation about asian regioonalismpowerpoint presentation about asian regioonalism
powerpoint presentation about asian regioonalismrezeraaisla
 
Pros and Cons of Interest-Only DSCR Loans
Pros and Cons of Interest-Only DSCR LoansPros and Cons of Interest-Only DSCR Loans
Pros and Cons of Interest-Only DSCR LoansPark Place Finance LLC
 
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTX
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTXAUDITING FRAUDS OF AN ENGLISH COMPANY.PPTX
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTXkamikazekujoh
 
Challenging Factors of Rural Women Entrepreneurs in West Bengal
Challenging Factors of Rural Women Entrepreneurs in West  BengalChallenging Factors of Rural Women Entrepreneurs in West  Bengal
Challenging Factors of Rural Women Entrepreneurs in West BengalNabarun Chakraborty
 
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdf
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdfMytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdf
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdfNewsroom8
 
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdfjamie766122
 
The Role of Non-Banking Financial Companies (NBFCs).pdf
The Role of Non-Banking Financial Companies (NBFCs).pdfThe Role of Non-Banking Financial Companies (NBFCs).pdf
The Role of Non-Banking Financial Companies (NBFCs).pdfChampak Jhagmag
 
Buy-Side Leaps Into Gen AI Era by Jasper Colin
Buy-Side Leaps Into Gen AI Era by Jasper ColinBuy-Side Leaps Into Gen AI Era by Jasper Colin
Buy-Side Leaps Into Gen AI Era by Jasper ColinJasper Colin
 
Economic Risk Factor Update: March 2024 [SlideShare]
Economic Risk Factor Update: March 2024 [SlideShare]Economic Risk Factor Update: March 2024 [SlideShare]
Economic Risk Factor Update: March 2024 [SlideShare]Commonwealth
 
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...indexPub
 
BIHC Briefing Greece March 2024, with Crédit Agricole CIB
BIHC Briefing Greece March 2024, with Crédit Agricole CIBBIHC Briefing Greece March 2024, with Crédit Agricole CIB
BIHC Briefing Greece March 2024, with Crédit Agricole CIBNeil Day
 

Último (20)

Stock Market Brief Deck FOR 3142024..pdf
Stock Market Brief Deck FOR 3142024..pdfStock Market Brief Deck FOR 3142024..pdf
Stock Market Brief Deck FOR 3142024..pdf
 
Islamic banking in Afghanistan from start until now
Islamic banking in Afghanistan from start until nowIslamic banking in Afghanistan from start until now
Islamic banking in Afghanistan from start until now
 
renaltumors upasana sahu Group 50.pptxism
renaltumors upasana sahu Group 50.pptxismrenaltumors upasana sahu Group 50.pptxism
renaltumors upasana sahu Group 50.pptxism
 
2024.03 Strategic Resources_Pub (1). pdf
2024.03 Strategic Resources_Pub (1). pdf2024.03 Strategic Resources_Pub (1). pdf
2024.03 Strategic Resources_Pub (1). pdf
 
First, Second, and Third Generation Islamic Economicss
First, Second, and Third Generation Islamic EconomicssFirst, Second, and Third Generation Islamic Economicss
First, Second, and Third Generation Islamic Economicss
 
Stock Market Brief Deck FOR 31124 yt.pdf
Stock Market Brief Deck FOR 31124 yt.pdfStock Market Brief Deck FOR 31124 yt.pdf
Stock Market Brief Deck FOR 31124 yt.pdf
 
Swift_Maintaining Critical Standards(...).pptx.pdf
Swift_Maintaining Critical Standards(...).pptx.pdfSwift_Maintaining Critical Standards(...).pptx.pdf
Swift_Maintaining Critical Standards(...).pptx.pdf
 
2024.03 Strategic Resources_Pub presentation
2024.03 Strategic Resources_Pub presentation2024.03 Strategic Resources_Pub presentation
2024.03 Strategic Resources_Pub presentation
 
powerpoint presentation about asian regioonalism
powerpoint presentation about asian regioonalismpowerpoint presentation about asian regioonalism
powerpoint presentation about asian regioonalism
 
Pros and Cons of Interest-Only DSCR Loans
Pros and Cons of Interest-Only DSCR LoansPros and Cons of Interest-Only DSCR Loans
Pros and Cons of Interest-Only DSCR Loans
 
Closing Remarks International Women's Day 2024
Closing Remarks International Women's Day 2024Closing Remarks International Women's Day 2024
Closing Remarks International Women's Day 2024
 
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTX
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTXAUDITING FRAUDS OF AN ENGLISH COMPANY.PPTX
AUDITING FRAUDS OF AN ENGLISH COMPANY.PPTX
 
Challenging Factors of Rural Women Entrepreneurs in West Bengal
Challenging Factors of Rural Women Entrepreneurs in West  BengalChallenging Factors of Rural Women Entrepreneurs in West  Bengal
Challenging Factors of Rural Women Entrepreneurs in West Bengal
 
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdf
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdfMytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdf
Mytilineos (OW, TP_ €46.0_sh)_ Strong organic progress 14-03-2024.pdf
 
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf
14.11.2024 AMOO-MOCA African Creative Economy Summit London summary.pdf
 
The Role of Non-Banking Financial Companies (NBFCs).pdf
The Role of Non-Banking Financial Companies (NBFCs).pdfThe Role of Non-Banking Financial Companies (NBFCs).pdf
The Role of Non-Banking Financial Companies (NBFCs).pdf
 
Buy-Side Leaps Into Gen AI Era by Jasper Colin
Buy-Side Leaps Into Gen AI Era by Jasper ColinBuy-Side Leaps Into Gen AI Era by Jasper Colin
Buy-Side Leaps Into Gen AI Era by Jasper Colin
 
Economic Risk Factor Update: March 2024 [SlideShare]
Economic Risk Factor Update: March 2024 [SlideShare]Economic Risk Factor Update: March 2024 [SlideShare]
Economic Risk Factor Update: March 2024 [SlideShare]
 
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...
ANALYSIS OF BANK MANDIRI S HEALTH LEVEL BASED ON RISK PROFILE, GOOD CORPORATE...
 
BIHC Briefing Greece March 2024, with Crédit Agricole CIB
BIHC Briefing Greece March 2024, with Crédit Agricole CIBBIHC Briefing Greece March 2024, with Crédit Agricole CIB
BIHC Briefing Greece March 2024, with Crédit Agricole CIB
 

7 tipstomaximizeyourinvestmentinhcm

  • 1. 7 Tips to Maximize Your Investment in Human Capital Management By Nancy Heet, President, Workforce Management Strategies, LLC The number of integrated human capital management technology solutions available to organizations continues to grow. Most of the vendors in this market space speak of the features and benefits of their applications and conduct demonstrations of a fully populated solution from the perspective of leaders that have completely embraced it. Once sold, they bring in an implementation team, whose purpose is to get the application configured and up and running as quickly as possible. Yet, tackling the hard work of implementation and culture change required to truly maximize the value of an investment in human capital management is often underestimated by technology providers and HR/OD practioners alike. Having worked with organizations from a variety of industries all seeking solutions to their ―people‖ challenges, Nancy Heet, President of Workforce Management Strategies, LLC offers the following suggestions to organizations seeking to achieve the greatest return from their human capital management investment. Tip 1: Connect all HCM efforts with the overall business strategy. Too many organizations still dismiss human capital management as a short-term, HR problem rather than an integral part of a long-term business strategy. Create and tell over and over again the compelling story of how your efforts in human capital management align with your company’s initiatives, mission, vision, and values. Answer the question: ―How does the HCM process or technology solve a business problem?‖ The more business initiatives that can be supported through your human capital management efforts, the better the chance they will be supported and adopted by the operational leaders. Tip 2: Have senior leaders’ involvement and commitment visible. As the saying goes, actions speak louder than words. Employees and middle managers take their cues regarding what is and isn’t important based on what they observe in senior leaders. While this may be a statement of the obvious, all too often organizations have different ―rules‖ for those in senior positions and may even tolerate the absence of certain human capital management actions from this group that they expected of others. Consider the message being sent if your executives are exempt from participating in development planning discussions? Keeping in mind that senior leaders are called upon to drive and support any number of strategic priorities within an organization, it behooves those designing and implementing human capital management processes to plan ways to get and keep Executive sponsorship noticeable. Scripting messages from senior leaders, 51% of respondents to a 2007 Bersin & Associates survey cited a lack of leadership pipeline as their first or second top strategic challenge.
  • 2. Copyright Workforce Mgmt Strategies, LLC 2009 Page 2 of 4 writing articles for company communication vehicle, or branding your initiatives, while necessary to support your efforts, is not enough to drive change. Genuine, indisputable sponsorship is only achieved when leaders lead by example. Tip 3: Foster collaboration throughout the organization, particularly in HR. Human capital management initiatives typically cross the boundaries of departments, divisions, regions, or business units. For some organizations, having common processes across those organizational boundaries are not common place. In fact, it may even be counter a prevailing operating philosophy of independence. Even within HR, strong silos can exist between the functional areas of compensation, training, OD, etc. Recognizing that, many organizations attempt to achieve commitment through involvement by engaging cross functional/divisional teams to design and implement HCM efforts. The expectation is that team members will contribute and then ―sell‖ the HCM solutions within their own parts of the organization. More often than not, these teams are plagued by a ―representative‖ mentality. Members hold tight to the practices within their areas. Consensus is reduced to the lowest common denominator or in an attempt to accommodate all, processes become complex and cumbersome. To avoid this time- consuming trap, be direct and reinforce the broadness of the team’s objective. As a first team task, establish Guiding Principles for HCM. Expect team members to share and socialize these principles within and beyond their individual areas. Once adopted, frequently stop to test your decisions against the Principles. When the team gets bogged down, call upon the Guiding Principles to provide direction. Ask, ―Is a 2nd level approval of development objectives consistent with our Guiding Principle of ―Keep it Simple?‖. Beyond designing HCM practices, encourage HCM collaboration with accountability. Establish common performance goals, incentive opportunities and/or talent specific objectives for all leaders. Common principles and accountability will do much to foster collaboration. Tip 4: Train leaders in how to differentiate employee performance. At the center of most human capital management practices is the business need to understand the capabilities inside the talent portfolio of the organization. Within your employee population, there exists a great variety of differences—skills, experiences, performance history, potential. Some of those differences—such as education, certifications, etc—can be understood by merely collecting and sorting that information in the future. Other components require leaders to make judgment based on their observations. For most managers, there is an inherent discomfort with differentiating employees, especially if those decisions guide future organizational actions such as pay or promotion opportunities. In addition, many managers fall into the trap of making decisions about talent based on one-sided or distorted information. It is quite common for managers to overvalue certain aspects while undervaluing others. Organizations need a human capital management process that yields a full, balanced, and accurate picture of its talent.
  • 3. Copyright Workforce Mgmt Strategies, LLC 2009 Page 3 of 4 Organizations that take the time to provide managers with guidelines, training, and opportunities to discuss different scenarios pertaining to talent find their human capital management decisions are more targeted, thus more effective. Calibration meetings and Talent Review discussions are good examples of techniques that allow leaders to learn the perspectives of others to guarantee balanced and complete information is available when judging talent. Implementing these techniques in your human capital management process ensures not only higher quality differentiation, but also equips managers with adequate detail to prepare for what can sometimes be difficult feedback conversations with employees. Tip 5: Keep your processes, tools, and technology simple, easy-to-use and offering clear and immediate value to managers. The best human capital management processes, tools, or technology will not achieve desired business outcomes if managers and employees do not use them. Including process design team members from outside the HR area is one sure way to get operational perspective into the design. Keeping things simple means anyone can explain your process and tools in a brief hallway conversation if need be. Before implementing, validate your design with other line managers, especially those with large spans of control. Let them tell you if your technology configuration is intuitive or your process is too time intensive. Capitalize on integrated human capital management suites to avoid duplicate data input. Be clear about the value proposition of your HCM efforts from the perspective of the organization, managers, and employees. When managers and employees experience the WIIFM factors promoted in your communication, they will move from compliance to commitment. Tip 6: Hold managers accountable for reaching HCM related objectives. As the saying goes, you cannot manage it if you cannot measure it. As mentioned in Tip 3, formalizing HCM management accountability by establishing common performance goals, incentive targets, or talent specific objectives will hardwire your human capital management process as needed to achieve expected outcomes. Make no mistake, it is just as possible to establish measurable goals for HCM as it is for market share, cost reduction, operating performance, or customer retention. While not an all inclusive list, examples of specific HCM measures appropriate for holding managers accountable for HCM outcomes include depth of succession bench within an business unit, development spend on a defined talent pool within a business unit, employee engagement level for identified high potential and % of employees within a business unit who have development plans. In addition, broader organization HCM measures should also be identified and reported on regularly, much like operating, financial, or other business metrics. Some suggest that quality human capital management solutions are naturally complex. The truth is keeping it simple requires more innovative thought.
  • 4. Copyright Workforce Mgmt Strategies, LLC 2009 Page 4 of 4 Tip 7: Position HCM as a management priority not an HR project. Let’s face it, it is common for line managers to want to delegate the ―people‖ stuff to HR, and many HR functions willingly accept that task. Yet, true human capital management is ―management.‖ It represents all the processes used by line managers and team leaders to align, coach, assess, develop, and hold people accountable. As a cornerstone of your strategic plan, these processes go far beyond human resources – they touch the activities of every manager nearly every day. The extent that your HCM processes and technology provide managers with easy access to analytics and other information they need and value to accomplish their objectives is the same extent to which your HCM efforts will move from an HR project to a management priority. No question, HR has a very important role in human capital management. HR is accountable to ensure there is clear business value and metrics for every human capital management initiative. HR must ensure HCM processes and technology are easy to use. And finally, by working as a strategic business partner, HR empowers business leaders and line managers to take charge of the people actions needed to achieve business results. In Summary, much has happened in the past several years regarding the people challenges faced by organizations. As a result, astute executive and board leadership from all industries are grappling with how they will respond to these challenges. No doubt, we will continue to see investment in solutions of robust human capital management processes and technologies. The 7 Tips presented in this article offer lessons of experience for your consideration as you set out to instill the mind-set and culture change needed to sustain your human capital management efforts and ultimate maximize your investment. If you would like to discuss these tips or specific people challenges your organization is facing, contact Nancy Heet, President, Workforce Management Strategies, LLC at (314)608-7193 nancy@workforcemgmtstrategies.com Successful human capital management is not an HR thing. Rather, human capital management solutions are management tools providing accurate, on- demand information so leaders can take charge of the people actions needed to achieve business results.