SINCE 2003

HUMAN CAPITAL MANAGEMENT

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Competency mapping, training and development, and compensation management.

The intervention makes the most sensitive areas in HCM quite tangible so as to have least intra-personal strain and consistent development.

 

EVOLUTION FROM PERSONNEL TO HUMAN CAPITAL

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From personnel management to human capital management, the OD programs have evolved a long way. HCM helps us to take longer term views about staff whether it be in terms of skilling, performance management or keeping organisational discipline. If we look at it very administratively, things are quite simple and many decisions can be taken purely based on system recommendation of right and wrong. But when we think of the complex environment and the enterprise having to sustain its performance in such a dynamic environment, we would be forced to take a longer term view of the organisation.  That is where the aspect of staff as a capital becomes vital.

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STAFF DISCIPLINE AND MOTIVATION

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Conventional discipline was thought to be capable in maximizing productivity. In the history of management, it has always been a challenge to define whether productivity brings motivation or motivation brings productivity. It is mostly ruled in favour of the former.  Future would be times when we need to be high on discipline and high on motivation. Motivation is the one factor that takes the organisation to the best levels of commitment to deliver.  It is like a kite in the sky. We think the thread that children hold is restricting performance, but when we cut the thread we realize that it was keeping up the performance. Here process discipline achieves proportions of ‘discipline as in science’. The same process model of Human Capital function brings in adequate motivation.

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BENEFIT OF HUMAN CAPITAL

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People working in a process driven enterprise have the benefit of great support of the organisation but big drawback due to lack of motivation.  When ordinary staff achieves extraordinary results, we name it on a process model.  But there people wanting personal appreciation should be attended too.  That way it is important to have a mix of personalities amongst staff.  As process model and innovation mechanisms lead the enterprise, staff would understand that personal performance is due to organizational leadership.  There could be an offer from another organisation where pay, post and perks are much better but organisational leadership persuades the person to stay back in the leadership enterprise.  This gets counted as per person productivity or higher turnaround of HR cost.

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MEASURING THE INTANGIBLES

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A big solution from DEFOG would be in appropriately defining your organisational HR function.   It goes into defining the foundational framework of vision and value, leading to the setting the objectives derived to realize the vision, from there defining the delivery model and roles and review systems.