Human Capital Architecture - Ohio University College of Business

Report
Managing Human Capital in
Changing Times
Edward B. Yost Ph.D., SPHR
August, 2012
Ohio University College of Business
Executive Education
Boa vinda a
Ohio University
Ohio University College of Business
Executive Education
What is Strategic Success?
Delivering high value results to
significant stakeholders
Financial Success
Operational Success
Customer Success
Workforce Success
Ohio University College of Business
Executive Education
Strategic Success Hierarchy
Industry
Firm/Company
Business Unit/Function
Position
Person
Ohio University College of Business
Executive Education
Defining the Business Strategy
Strategy is:
The central, integrated,
externally oriented concept of
how we will achieve our
objectives. (Hambrick & Fredrickson)
Ohio University College of Business
Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Farmaceutica
Business Unit/Function
Position
Person
Ohio University College of Business
Executive Education
Start with a Strategic Intent
Looking for operational, financial customer,
workforce success through…
1. Betting on the incompetence of competitors
2. Acquiring and utilizing the competencies of
others
3. Using existing resources & competencies
differently
Ohio University College of Business
Executive Education
Organizational Competencies
• Tangible and intangible resources and
capabilities that enable the organization
to:
develop,
choose and,
implement value enhancing STRATEGIES.
Ohio University College of Business
Executive Education
3 Basic Properties of
Organizational Competencies
1. Potential to add VALUE (stakeholder)
Utilize strengths/eliminate weaknesses and
exploit opportunities/neutralize threats
2. HETEROGENEOUS:
Very few firms have it or can provide it
3. NON-TRANSFERABLE
Durable, immobile, hard to duplicate
Ohio University College of Business
Executive Education
Where do I Get Competencies?
From a firms internal resource
endowments
Buy or shared resources (M&A)
From resource deployments, systems
and processes that cannot be imitated.
All depends on the workforce to enhance
the exploitation of these resources.
Ohio University College of Business
Executive Education
The Secret Revealed!
What is the SECRET of obtaining a
Strategic Competitive Advantage?
Not just having a strategy
and competencies but
executing the strategy.
Ohio University College of Business
Executive Education
Applying the Concept
Aplicando o conceito
1. What
competencies does
your organization
have?
2. How are the
competencies
exploited?
1. Que
competências é que
a sua organização
possui?
2. Como são as
competências
exploradas?
Ohio University College of Business
Executive Education
Developing Human
Capital in Changing
Times
WHAT IS HUMAN CAPITAL?
Ohio University College of Business
Executive Education
Human Capital Defined
The collective sum of the attributes,
life experience, knowledge,
inventiveness, energy, and
enthusiasm that people choose to
invest in their work.
Weatherly 2003
Ohio University College of Business
Executive Education
Human Capital Markets
Various levels of value
Appreciates and depreciates
Traded in markets and regulated
Individually owned but
collectively realized
Ohio University College of Business
Executive Education
Human Capital Value
• Unlike conventional assets
human capital does not appear
on the balance sheet.
• How would one value the asset?
• What rules for appreciation in
value? Depreciation?
Ohio University College of Business
Executive Education
Human Capital Value
• If assets are an investment how
can we calculate the ROA/ROI
• Is there a scrap value?
• Is there an off setting liability?
Ohio University College of Business
Executive Education
Human Capital is Invisible
• It is vested in the human resources often
in the form of intellectual and social
capital.
• It is acquired, developed, utilized, and
sustained through the management
practices.
• Being invisible it is harder to duplicate.
Ohio University College of Business
Executive Education
Human Capital
Value inherent in the form of individuals
collectively interacting in the context of
formal and informal systems
• Individuals are the repository for human
capital
• Systems, process, culture and context
extract the value
“People are our most valuable asset”
Ohio University College of Business
Executive Education
Human Capital Has Value
“People are our most valuable asset”
PROVE IT! Must be demonstrated by
management practices and actions
that compose the Human Capital
Architecture
Ohio University College of Business
Executive Education
Expectativas de Todos que Possuem
Interesse Direto ou Indireto na Organização
• Acionistas(proprietários) desejam um retorno que
consideram justo no investimento feito.
• Clientes desejam um alto valor agregado ao produto ou
serviço que consomem, e uma manutenção(garantia) que
mantenha seu valor.
• Empregados desejam uma relação de emprego que forneça
compensações intrínsicas e extrínsicas em contrapartida às
contribuiçoes que fazem.
• Publico espera que a organização tenha responsabilidade
social e se preocupe também com o bem estar dos cidadãos
(cidadania corporative)
Ohio University College of Business
Executive Education
Instruções para o preenchimento das
questões
Pense em uma organização com a qual você está
familiarizado. Talvez a organização que você trabalha
agora. Para cada par de partes interessadas selecionar
o que você sente é mais importante para a organização
que você escolheu. Pense sobre os recursos dedicados
ou as políticas que afetam o grupo de partes
interessadas. Quando você completa você irá gravar o
número de vezes que você selecionou o grupo de
partes interessadas e escrever o número no espaço
fornecido.
Ohio University College of Business
Executive Education
Stakeholder Pesquisa
Permite Compartilhar - Qual dos 4
clientes interessados​​, proprietários,
funcionários públicos e que a sua
organização ser mais provável para
atender:
Em primeiro lugar?
Última?
Ohio University College of Business
Executive Education
Stakeholder Survey
• Lets Share – Which of the 4 stakeholders
Customers, Owners, Public and Employees
would your organization be most likely to
attend to:
• First?
• Last?
• Under Jack Welch how did GE order these?
Ohio University College of Business
Executive Education
Human Capital and
The Bottom Line
• To create value through Human Capital
requires a fundamental change in how it is
recognized and managed in most
organizations.
• The firm’s human assets have a value that
corresponds to the present value of future net
cash flows and are derived from the skills,
motivation and adaptability of the firm’s
workforce.
Ohio University College of Business
Executive Education
Developing Human
Capital in Changing
Times
STRATEGY EXECUTION AND HUMAN
CAPITAL
Ohio University College of Business
Executive Education
Sustainability
• Goes beyond the traditional financial
measures of firm performance and
shareholder value - focused on
achieving high levels of success in
the short term without
compromising the future
Ohio University College of Business
Executive Education
Strategic Success Chain
Competitive Advantage
Sustainability
Executive Education College of Business
Ohio Universaity
What is “Strategic Competitive
Advantage?”
Enacted or Utilized Distinctive Competency that:
1. Allows the organization to differentiate itself
from competitors
2. Cannot be readily duplicated or imitated
3. Provides a positive economic benefit(s) –
KPIs
Executive Education College of Business
Ohio Universaity
Strategic Success Chain
Strategy Execution
Competitive Advantage
Sustainability
Executive Education College of Business
Ohio Universaity
What is Strategy Execution?
• Value Creation – Enables the Value
Proposition for all stakeholders
• The combination of the firm’s
resources applied by the strategic
business units
• Results from managerial decisions
for resource allocations and tradeoffs
Ohio University College of Business
Executive Education
Focus on a Strategic Business Unit Primary Pharmaceutical Industry
Enables the
Value
Proposition for
Stakeholders
Strategy Execution
Production
Research &
Development
Marketing
Human Resources
Ohio University College of Business
Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Farmaceutica
Research & Development
Position
Person
Ohio University College of Business
Executive Education
Research & Development Group
Critical Outcomes for Strategy
Execution – Primary
Pharmaceuticals
1. New Product Applications
2. Reduce Time to Market
Ohio University College of Business
Executive Education
Developing Human
Capital in Changing
Times
MANAGING TALENT FOR STRATEGIC
SUCCESS
Ohio University College of Business
Executive Education
Talentship
• Talentship requires a redefinition of the
traditional service role of HR managers in
organizations.
• This involves a process of "talent
segmentation" and the need to focus
managerial attention on "pivotal talent
pools".
Ohio University College of Business
Executive Education
Talent Segmentation
• Talent segmentation is as vital to
strategic success as customer
segmentation.
• Talent segmentation involves identifying
pivotal talent pools where human capital
makes the biggest difference to strategy
execution
Ohio University College of Business
Executive Education
Human Capital
(Pivotal Talent Pools)
Strategy
Execution
Competitive
Advantage
Sustainability
Ohio University College of Business
Executive Education
Pivotal Talent Pools
• Positions in the organization where
quality or availability of human capital
makes the biggest difference to strategy
execution
• Positions that leverage the strategy
execution
Ohio University College of Business
Executive Education
Pivotal Talent Pools
• Those talent pools that with a 20%
improvement in quality or availability
(quantity) would make the biggest
difference in strategy execution and
organizational success
• Example: Research & Development
in Primary Pharmaceuticals
Ohio University College of Business
Executive Education
The Importance of Human Capital
Pivotal Talent Pools
Pivotal Positions
Determine the Pivotal Positions
to Deliver Strategy Execution
Executive Education College of Business
Ohio Universaity
Mickey Mouse VS Sweepers
Ohio University College of Business
Executive Education
Talent – Performance Yield
Yield Curve - understanding where
differences in quality or quantity
of talent and organization have
the greatest impact on strategy
execution (steepness, elasticity, D,
slope)
Find the Pivotal Position
Ohio University College of Business
Executive Education
Yield Curves = Pivotal Positions
Ohio University College of Business
Executive Education
What is a Pivotal Position?
• Not necessarily the highest paid/ranked
position
• Not necessarily most critical
• Not necessarily the most common/number
• Not necessarily the most visible
• Not necessarily the most obvious
• Not ever a person
Ohio University College of Business
Executive Education
Pivotal Positions in Primary
Pharmaceuticals
• What is the Pivotal Position for
executing strategy?
• Provides the most significant (relative to
others in the pivotal talent pool)
improvement in strategy execution
– Leveraged by the Human Capital Architecture
• Research Scientist
Ohio University College of Business
Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Farmaceutica
Research & Development
Research Scientist
Person
Ohio University College of Business
Executive Education
Strategy Execution
Yield Curve Primary
Pharmaceuticals
Best Sales
Rep
Worst Sales
Rep
Best
RS
Worst RS
Performance
Ohio University College of Business
Executive Education
Yield Curve Primary
Pharmaceuticals
Best Sales
Rep
Strategy Execution
Worst Sales
Rep
Best
RS
20%
Worst RS
Performance
Ohio University College of Business
Executive Education
Yield Curve Primary
Pharmaceuticals
Best Sales
Rep
Strategy Execution
Worst Sales
Rep
Best
RS
20%
Worst RS
Performance
Ohio University College of Business
Executive Education
Developing Human Capital
in Changing Times
FINDING PERFORMANCE DRIVERS
Ohio University College of Business
Executive Education
Performance Drivers Support
Strategy Execution
Performance Drivers identify the
most critical capabilities, the required
behaviors and define the culture
necessary for support of strategy
execution by pivotal positions
Vertical Alignment; Congruence
Ohio University College of Business
Executive Education
Finding Performance Drivers
• Starting with the critical talent pools focus
down to pivotal positions
• Within that position look for the pivotal role
challenges
• Identify the specific capabilities, behaviors and
culture necessary to succeed at the pivotal
role challenge.
Ohio University College of Business
Executive Education
Human Capital Capabilities
Strategy
Execution
Human Capital Behaviors
Workforce Culture
(Performance Drivers)
Competitive
Advantage
Sustainability
Human Capital
(Pivotal Positions)
Ohio University College of Business
Executive Education
Constructing the Factors of
Strategy Execution
• Capability = knowledge, skill, ability or
competency inherent in a unit of human
capital
• Behavior = Actions, reactions, interactions
exhibited by a unit of human capital
• Culture = a system of shared values,
understandings and affect that distinguishes
the unit that contains human capital
Ohio University College of Business
Executive Education
Performance Drivers
Behavior
Capability
Culture
Strategy Execution
Ohio University College of Business
Executive Education
New Product Applications; Research
Scientist at Primary Pharmaceuticals
• Capabilities: 1. Deep knowledge of specific
products, 2. Creativity and Innovation Skills,
• Behaviors: 1. Scans multiple sources for
potential applications beyond present uses,
2. Share tacit knowledge with the team
• Culture: 1. Innovation and risk taking, 2.
Team orientation
Ohio University College of Business
Executive Education
Reduce Time to Market; Research Scientist
at Primary Pharmaceuticals
• Capabilities: 1. Project management
skills, 2. Current on regulatory
requirements
• Behaviors: 1. Deal with regulatory
agencies effectively, 2. Design efficient
processes
• Culture: 1. Outcome oriented,
2. Attention to detail
Ohio University College of Business
Executive Education
Developing Human Capital
in Changing Times
CREATING AND MANAGING HUMAN
CAPITAL ARCHITECTURE
Ohio University College of Business
Executive Education
Human Capital Architecture
• Depicted in the “Blue Print” of the combined
human resource practices of the organization.
• To be effective and efficient in delivering
strategy execution the HCA must be designed,
constructed and maintained with the
environmental requirements in mind - SWOT
Ohio University College of Business
Executive Education
Human Capital Architecture
Procurement &
Retention
Performance
Management
Knowledge
Management
Compensation &
Rewards
Ohio University College of Business
Executive Education
Why is Human Capital
Architecture Critical?
• Provide a basis for a sustained
competitive advantage
• Things like financial structure
operational processes and
technology can be easily copied or
purchased
Ohio University College of Business
Executive Education
Why a HUMAN CAPITAL ORIENTED
STRATEGY?
Because…...
The organization can leverage
human capital by managing the
architecture to achieve a higher
return for owners
Ohio University College of Business
Executive Education
The Power Of HCA
Invested
Resources &
Capital
Share
Holder
Returns
Human Capital
Architecture
Ohio University College of Business
Executive Education
The Power Of HCA
Share
Holder
Returns
Invested
Resources &
Capital
Human Capital
Architecture
Ohio University College of Business
Executive Education
Strategy
Execution
Human Capital Capabilities
Competitive
Advantage
(Performance Drivers)
Human Capital Behaviors
Workforce Culture
Sustainability
Human Capital Architecture
components alignment
(Vertical & Horizontal)
Human Capital Architecture
components (Enablers)
Human Capital
(Pivotal Positions)
Ohio University College of Business
Executive Education
Human
Capital
Architecture
The Key Question is…
What is the appropriate Human
Capital Architecture required
to provide the capabilities,
behaviors and culture to
support successful strategy
execution?
Ohio University College of Business
Executive Education
Benchmarking: Adopting “Generic
Best Practices”
The foundation for transforming the
human capital into a strategic asset
The use of “best practices” is a first step
toward differentiation but be careful with
importing the practice wholesale.
Ohio University College of Business
Executive Education
Best Practices from GE
•
•
•
•
Vitality Curve
Management Development
Stretch Goals
“A” performers compensation 2 to 3
times more than “B” performers
Ohio University College of Business
Executive Education
Performance Drivers Support
Strategy Execution
Components of the human capital
architecture must support the most
critical capabilities, the required
behaviors and define the culture
necessary for support of strategy
execution
Vertical Alignment; Congruence
Ohio University College of Business
Executive Education
Designing an Effective Human
Capital Architecture
Develop an integrated mix of human
capital architecture components that
is differentiated to deliver the
performance drivers for the pivotal
positions
Horizontal Alignment; Consistency
Ohio University College of Business
Executive Education
Enables the
Value
Proposition for
Stakeholders
Strategy Execution
Ohio University College of Business
Executive Education
Culture
Capability
Strategy Execution
Behavior
Enables the
Value
Proposition for
Stakeholders
Creates a
Culture &
Mix of
Capabilities
& Behaviors
Ohio University College of Business
Executive Education
Culture
Comp. &
Reward
Perform.
Mgmt
Capability
Behavior
Knowledge
Mgmt.
Human
Capital
Architecture
is the Unique
Differentiated
Mix for
Pivotal
Positions
Strategy Execution
Procure &
Retain
Enables the
Value
Proposition for
Stakeholders
Creates a
Culture &
Mix of
Capabilities
& Behaviors
Ohio University College of Business
Executive Education
Align HC Architecture with HR
Deliverables
• Congruence is the causal linkages between the
HR systems and the realization of the strategic
competitive advantage Vertical Alignment
• Consistency is the extent to which the HR
policies and practices interact and support the
other HR policies and practices Horizontal
Alignment
Ohio University College of Business
Executive Education
Ohio University College of Business
Executive Education
Vertical; Congruence
with Strategy Execution
Culture
Comp. &
Reward
Perform.
Mgmt
Capability
Behavior
Knowledge
Mgmt.
Human
Capital
Architecture
is the Unique
Differentiated
Mix for
Pivotal
Positions
Strategy Execution
Procure &
Retain
Enables the
Value
Proposition for
Stakeholders
Creates a
Culture &
Mix of
Capabilities
& Behaviors
Consistent & Integrated
• Maximize the positive synergies between
the critical Human Capital Architecture
components
• Minimize the adverse interactions
between the critical Human Capital
Architecture components
Ohio University College of Business
Executive Education
Culture
Comp. &
Reward
Perform.
Mgmt
Capability
Behavior
Knowledge
Mgmt.
Human
Capital
Architecture
is the Unique
Differentiated
Mix for
Pivotal
Positions
Strategy Execution
Procure &
Retain
Enables the
Value
Proposition for
Stakeholders
Creates a
Culture &
Mix of
Capabilities
& Behaviors
Horizontal; Consistency across HCA Components
Ohio University College of Business
Executive Education
HCA Must be Differentiated
• The Human Capital Architecture that
supports reduced time to market
may not be the same as supports
new product application.
• Remember the Human Capital
Architecture will be different across
positions and possibly individuals
too.
Ohio University College of Business
Executive Education
Vertical; Congruence
with Strategy Execution
Culture
Comp. &
Reward
Perform.
Mgmt
Capability
Behavior
Knowledge
Mgmt.
Human
Capital
Architecture
is the Unique
Differentiated
Mix for
Pivotal
Positions
Strategy Execution
Procure &
Retain
Enables the
Value
Proposition for
Stakeholders
Creates a
Culture &
Mix of
Capabilities
& Behaviors
Horizontal; Consistency across HCA Components
Ohio University College of Business
Executive Education
Um descanso curto
10:15 – 10:25
Ohio University College of Business
Executive Education
Managing Human Capital the
Person
While the human capital
architecture is designed to support
the highest level of performance
for pivotal positions it must
ultimately be differentiated at the
level of the person.
Ohio University College of Business
Executive Education
Strategic Success Hierarchy
Pharmaceuticals
Farmaceutica
Research & Development
Research Scientist
Person
Ohio University College of Business
Executive Education
Shifting Employment Relationship
• The employer/employee relationship is
shifting to a contractual relationship that is
more a partnership than economic exchange.
• Larger spans of control, fewer employees
delivering more output.
• Decline in traditional communications
increase in cyber communications.
Ohio University College of Business
Executive Education
Shifting Employment Relationship
• Increase in the importance of a work/life
balance.
• Needs, wants and behaviors of the talent pool
drives changes in human capital architecture.
• Acquiring and keeping Star Performers is
essential
Ohio University College of Business
Executive Education
Employee Engagement
• The biggest challenge for managers today
is the employment relationship.
• Just procuring and retaining talent is not
enough to excel and win
• Managers must find a way to fully engage
the human capital in the organization.
Ohio University College of Business
Executive Education
Employee Engagement in Practice
• “Engagement describes how an employee
thinks and feels about, and acts toward his or
her job, the work experience and the
company.” Intuit
• “Employee engagement is the involvement
with and enthusiasm for work.” Gallup
Ohio University College of Business
Executive Education
Employee Engagement in Practice
• “Engagement is the extent of employees’
commitment, work effort, and desire to stay in
an organization.” Caterpillar
• “Engagement: To compete today, companies
need to win over the MINDS (rational
commitment) and the HEARTS (emotional
commitment) of employees in ways that lead
to extraordinary effort.” Dell
Ohio University College of Business
Executive Education
Three Levels of Engagement
1. Cognitive Engagement – Employee beliefs
about the company the leaders and the
culture
2. Emotional Engagement – Employee affect for
the organization, leaders, colleagues
3. Behavioral Engagement – the value added
component of effort exerted above required
minimum.
Ohio University College of Business
Executive Education
Three Key Behaviors of
Engagement
1. Say: Employees speak positively about the
Company to coworkers,
potential coworkers, and current and future
customers.
2. Stay: Employees strongly desire to continue
working for the Company.
3. Serve: Employees exert extra effort and are
dedicated to doing the best job to contribute to
business success.
Ohio University College of Business
Executive Education
Employee Engagement
• The extent to which employees are
committed to something or someone in
the organization, how hard they work
and how long they stay as a result of that
commitment.
• Employees with high level of
engagement are 87% less likely to leave
and 20% more productive.
Ohio University College of Business
Executive Education
Levels of Employee Engagement
• Engaged Employees – work with
passion and exuberance, feel a
profound connection to the
organization can’t wait to
contribute more
Ohio University College of Business
Executive Education
Levels of Employee Engagement
• Not Engaged – “checked out” of the
organization, effort put forth is
minimal and barely acceptable, lack
passion and do not identify with the
organization – often the majority of
employees
Ohio University College of Business
Executive Education
Levels of Employee Engagement
• Actively Disengaged – not just
disconnect but unhappy, the
behaviors are counterproductive and
at times destructive, degenerates
the culture and based on cognitive
dissonance Fosters TIMJ and DGMGE
Ohio University College of Business
Executive Education
What is your organization's ratio?
• In world-class organizations, the ratio
of engaged to actively disengaged
employees is 9.57 to 1.
• In average organizations, the ratio of
engaged to actively disengaged
employees is 1.83 to 1.
Ohio University College of Business
Executive Education
Engagement and Strategy
Execution
•
•
•
•
•
Molson-Coors - Safety and Engagement
Average cost for a safety incident
$63 for engaged employees
$392 for a non engaged employee
Saved $41,721,760 in costs by strengthening
the employee engagement levels
Ohio University College of Business
Executive Education
Engagement and Strategy
Execution
• Molson-Coors - Sales and
Engagement
• High Engagement teams had
$2,104,823 less performance
related costs than Low
Engagement sales teams
Ohio University College of Business
Executive Education
Employee Engagement
and Health
• 62% engaged workers – work positively affects
their health
• 39% for non engaged employees and 22% for
actively disengaged
• 54% of disengaged - work has a negative
impact on health and 51% say work has a
negative impact on their wellbeing.
Ohio University College of Business
Executive Education
Richard and Mary
Practicing Management and
Employee Engagement
Ohio University College of Business
Executive Education
How
Richard
sees
Mary
How
Mary
sees
Richard
Ohio University College of Business
Executive Education
Engagement Survey
1.
2.
3.
4.
5.
Do you know what is expected of
you at work?
At work do you have the
opportunity to do what you do best
every day?
In the past month have you
received recognition or praise for
doing good work?
Does your supervisor or someone
in authority seem to care about you
as a person?
At work do your opinions seem to
count?
1.
2.
3.
4.
5.
Voce sabe o que é esperado de voce
no trabalho?
No trabalho lhe é dada a
oportunidade de f
Nos últimos sete dias, alguém
reconheceu o seu esforço ou
elogiou o seu trabalho?azer aquilo
que faz de melhor, todo o dia?
O seu supervisor, ou alguém a quem
se reporta, parece se importar com
voce como pessoa?
No trabalho alguém se importa com
o que pensa ou suas opiniões não
importam?
Ohio University College of Business
Executive Education
Bad Boss, Bad Boss
• 40 per cent of workers in the business world
think they work for bad bosses.
• 39 per cent said their managers failed to keep
promises.
• 37 per cent said their bosses did not give
them the credit they deserved.
• 31 per cent indicated their supervisor gave
them "the silent treatment."
Ohio University College of Business
Executive Education
Bad Boss, Bad Boss
• 27 per cent reported negative comments from
their management.
• 24 per cent claimed their bosses invaded their
privacy.
• 23 per cent stated that their supervisor
blamed them or other workers to cover up
personal mistakes.
Ohio University College of Business
Executive Education
A Model of Employee Engagement
Organization
Culture/Purpose
Relationships
Work
Activities
Quality of
Work Life
Say
Employee
Engagement
Career
Opportunity
Organization
Leadership
Stay
Serve
Total
Compensation
Model used consistently over time to assess and track engagement
Isn’t it COMMON SENSE?
Managers know that they should
create functional Human Capital
Architectures
but
They have elaborate excuses why
they can’t
Ohio University College of Business
Executive Education
Performance Drivers
Behavior
Capability
Culture
Strategy Execution
Ohio University College of Business
Executive Education
Its Only Common Sense!
Half will never see
the connection
between People
and Profits
Half will
embrace the
potential of the
connection
between People
and Profit
Ohio University College of Business
Executive Education
Its Only Common Sense!
Half will engage
minimal change
Half will never see
the connection
between People
and Profits
Half will engage
comprehensive
change
Ohio University College of Business
Executive Education
Its Only Common Sense!
Half will engage
minimal change
Half will never see
the connection
between People
and Profits
Half won’t stay the
course
Half will succeed
J
Ohio University College of Business
Executive Education
It is Difficult to Imitate
Only about 1 in 8 even come close!
Implementation of a viable human capital
architecture requires deep change and a
commitment to “stay the course”.
It is often slow and paybacks are a long
time coming
Most of the requirements defy
“Conventional Wisdom”
Ohio University College of Business
Executive Education
Just Do It?
Managers to succeed in the new
normal must rely on a human
capital architecture that defies
traditional practices and
conventional wisdom
Ohio University College of Business
Executive Education
Obrigado
para sua
atenção
amável
Ohio University College of Business
Executive Education

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