1. HUMAN CAPITAL MANAGEMENT
Presented By
NEERAV SHIVHARE

2. Human Capital Management –
What it is ?
 Human Capital =
 The sum of a workforce‟s skills, knowledge and
experience
 Human Capital Management =
 A strategic responsibility increasingly shared by
all an organisation‟s leaders
 A strategic approach to marshalling, managing
and maintaining the human capital needed to
maximise organisational performance.

3. H C M Cornerstones
 Leadership
 Commitment to HCM
 Role of HC Function
 Strategic Human Capital Planning
 Integration and Alignment
 Data-driven HC Decisions
 Acquiring, Developing and Retaining Talent
 Targeted Investment in People
 HC approaches tailored to meet organisational needs
 Results-oriented Organisational Cultures
 Empowerment and Inclusiveness
 Performance linked to organisatioanl goals

4. H C M – Fundamental Principles
 People are assets whose value can be enhanced
through investment. The goal is to maximise value
while managing risk.
 An organisation‟s Human Capital approaches
should be designed, implemented and assessed by
the standard of how well they help the organisation
achieve results and pursue its mission
 Source: United States General Accounting Office – March 2002

5. So What is Different??
 No longer the sole province of the HR Function
 Increasing shift from “talk” to “walk” for all
disciplines
 HR traditionally seen as a cost centre but is
increasingly being seen as a strategic partner
 The business realities:
 Collaboration and teamwork at Executive Levels in
organisations
 Collective input to Corporate Strategy at senior levels
 Increasing multidisciplinary exposure
 The push towards „value-added‟

6. HCM in Context – evolving realities
 DISEASE / PANDEMICS / HIV-AIDS
 Loss of productive capacity
 the dead
 the living
 Cost of care
 Individual
 National (allocation of resources)
 Impact on the young human capital (orphans)
 Replacement costs
 FTAA and CSME
 Mobility
 Competition for scarce resources (loss and cost)

7. Imperatives for Action at all levels
 Regional
 National
 Professional Discipline
 Organisational
 Managerial
 Individual – Family
 HCM is a societal issue manifesting itself and
creating a mandate for action in all spheres

8. Revisiting HCM Cornerstones
 Leadership
 Commitment to HCM
 Role of the HC Function

9. Revisiting HCM Cornerstones
 Strategic Human Capital Planning
 Integration and Alignment
 Data-drive Human Capital Decisions
 Staying alert and constantly checking
 Utilising a Strategic Thinking Framework
 What‟s happening? (exploring perspectives)
 What does it mean? (discerning significance)
 What might we do? (envisioning possibilities)

10. Revisiting HCM Cornerstones
 Acquiring, Developing, Retaining Talent
 Targeted investment in people
 HC approaches tailored to meet organisational needs
 Conversations about “win-win” development
 Profitability of the “human spirit”
 Creative action at critical leverage points
 Identifying key issues
 Connecting with “touchstone” people

11. Revisiting HCM Cornerstones
 Results-Oriented Organisational Cultures
 Empowerment and Inclusiveness
 Performance linked to goals
 Creating Architecture
 Freedom within Frameworks
 Expectations and consequences
 Empowerment
 Choice
 Competence
 Meaningfulness
 Progress

12. The Way Forward
Let us take our professional leadership
responsibility, guided by our personal
understanding and commitment and
make a difference in the way we manage
our Human Capital across the region!!
Our future, our organisations, our people
need our action!!

13. !!!=THANK YOU =!!!