When the Stars Align: How To Sync Human Capital

| August 16, 2016

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It's probably safe to say that successful companies have a sales strategy and a marketing strategy, but what about a human capital strategy? Shouldn't a plan also be put in place that outlines how the company will manage and operate its workforce? According to "Creating an Effective Human Capital Strategy," an August 1, 2012, article by Edward E. Lawler III and John W. Boudreau on the Society for Human Resource Management's website, an organization's effectiveness  relies on its capacity to handle talent management issues like knowledge management, change management, and capability building.
In most cases, the best place to start developing a human capital strategy is by assessing the current situation. When most people hear the word "audit," they think of the Internal Revenue Service, a mountain of paperwork, and an overall painful experience. However, we're happy to report that an audit can be a good thing when used as a workforce planning tool. Known as a human capital audit, it is the key to aligning a company's most important asset, its people, with the overall corporate strategy.

Spotlight

Ultimate HR Solutions

Founded in 2001, Ultimate HR Solutions bears the market reputation of being a complete HR Services provider, precise and pro-active in locating and managing human resources. Our client-friendly process and human capital infrastructure allows us to service ever changing client requirements in an efficient and effective manner. With comprehensive experience servicing world-class clientele and top-caliber candidates across a wide spectrum of industries, we measure our success through our growing list of satisfied clients. UHRS started with humble beginnings as a preferred recruitment partner, and from there branched out into outsourcing/ contract staffing.

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In order to answer this question, I had asked David to contemplate structuring his culture quest through the following framework: 1) Make your own vision of culture become clearer to you and others: chart-out the set of organization-wide ‘shared activities’ or behaviors that you would want to be ‘acceptable’ 2) Who are your ‘Power Users’: Identify employees who are engaging in these acceptable activities 3) Empower your power users by setting an example: Reward and recognize those employees who are engaging in such behaviors 4) Make culture a part of your employee experience journey or the hire-to-retire cycle: Culture isn’t a point-in-time exercise, its continuity is closely aligned to organizational continuity In my recent call with him, David detailed how is he ironing-out the above: A) Creation of a preliminary competency framework: After extensive discussion with his co-founder and function heads, he has created a version of his company’s competency framework, which closely aligns to his target organizational culture and contains the competencies (e.g taking initiatives, attention to detail, innovativeness) and the associated behaviors within each of these competencies. 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