如何强化CEO视角的人力资源价值

通过能力与业务战略匹配,强化CEO视角的人力资源价值EnhancingHRValuetotheCEO:StrategiesforMatchingStrategytoCapabilityThisseminartakesacomprehensive,systemicviewoftheorganizationanditsreadinessforintervention.Itaddressesthe‘peoplepowerparadox’:mostcompaniesseektheirfutureoutsideofthemselves,notintheirownpeople.Copyright©LaskeandAssociates,LLC,2002WorkshopObjectives•Attheconclusionofthisworkshop,participantswillbeableto:–betterunderstandtherelationshipofstrategyandcapability–seetheirownroleasHRDirectorinanew,proactivelight,asguarantorsofabalancebetweenstrategyandcapability–advisetheCEOonhowtoexpandcurrentHRevaluationlevelstomeasuringcapabilityunderlyingperformance–advisetheCEOonhowtoimproveasssessingtherealismofcompanystrategyinlightofexistingcapability–discusstheallotmentofcapabilityresourcesneededforfullyrealizingpresentstrategicobjectives.Copyright©LaskeandAssociates,LLC,2002AssumptionsofthisWorkshop•Achievingstrategicobjectivesismorethaneverdependentonthecapabilityofindividualsandteams•Muchmorein-depthknowledgeabouthumancapabilityisavailableinsocialpsychologythanhassofarbeenappreciatedbyCEO’sandHRDirectors•Weneedtoopenawindowonnewandhighlystratetgicdatasourcesthatheightentherealismofstrategicdecisionmakingatthehighestlevelofmanagement(inparticular,aCapabilityMetric)•WeaddressCEOsandHRDirectorsalike,focusingonhumancapability.Copyright©LaskeandAssociates,LLC,2002WorkshopTopics•PartI:TheRelationofCompanyStrategyandWorkCapability–PerformanceisbasedonCapability–RelevanceofCapabilityintheStrategyMap•PartII:BuildingandUsingaCapabilityMetric–OpeningaTimeWindowonCapability–HowCDREM™works–WhataCapabilityMetricTellsManagement•PartIII:WrapUp–BenefitsofCDREM™–NewTasksoftheHRDirector–CaseStudyDeliverablesCopyright©LaskeandAssociates,LLC,2002PartICompanyStrategyandWorkCapabilityCopyright©LaskeandAssociates,LLC,2002PerformanceisBasedonCapabilityCopyright©LaskeandAssociates,LLC,2002HumanStrategyRegardsWorkCapabilityCopyright©LaskeandAssociates,LLC,2002VisionBusinessStrategyOrganizationalStrategyHumanStrategy:CapabilityYourHumanStrategyShouldbeGuidedbyInsightintoWorkCapabilityCopyright©LaskeandAssociates,LLC,2002Whenyouneedahigh-levelviewofhumanresourcesavailabletomeetstrategicobjectives,youneedtounderstandcurrentandfutureworkcapabilityPerformanceIsAnalyzedInTermsofWorkCapability•Actualworkperformanceisbasedonpersonalcapabilitytowork,anddiffersfrompersontoperson,teamtoteam•FollowingElliottJaques(1994),wedistinguishandmeasurethreekindsofworkcapability:–currentappliedcapability–currentpotentialcapability–futurepotentialcapability•Researchshowsthatpotentialcapabilitygrowsoverthelifespanalongpredictablematurationalpathwaysofself-andcomplexityawareness(Loevinger,1976;Kegan,1982;Laske,1999)•Limitsof(currentandfuture)potentialcapabilitysetlimitstotrainingeffectiveness,andrequirelong-termremediation,re-structuring,oroutsourcingdecisions.opyright©LaskeandAssociates,LLCC,2002RelevanceofCapabilityintheStrategyMap•Anybusinessmaybeseenascomposedoffourlayers:–financial–customerrelations–internalbusinessprocess–learningandgrowth,orhumancapital•Strategicobjectivesinthefirstthreelayers,whenmappedintoLearningandGrowth,appearas‘HRdeliverables’•RequisiteHRdeliverablesregardcapability,notjustperformance•HRor“LearningandGrowth”comprisestwosublayers:–‘enablers’suchascompetence,teamsynergy,etc.,thatexecutestrategy–capabilitiesthatunderlyenablers(sometimescalled‘meta-enablers’)andmeasurecapability.opyright©LaskeandAssociates,LLCC,2002FiveDimensionsofaStrategyMap(adaptedfromBCSCollaborative,Inc.,2001)HumanCapitalEffectivenessHumanResourceEfficiencyShareholderValueFinancialPerspectiveCustomerPerspectiveInternalProcessPerspectiveLearning&GrowthPerspectiveCustomerSatisfactionEmployeeSatisfactionManageOperatingEfficiencyTwoTiersofLearningandGrowthCompetenciesStrategicAlignment/MotivationCulturalClimateTeamIntegrationLeadershipDeliverWorldClassservicesManageCustomerRelationshipsWORKCAPABILITYCopyright©LaskeandAssociates,LLC,2002Enablers“Meta-Enablers”ImpactofCapabilityonPerformance“Meta-Enablers”MeasureCapabilityCompetenceLeadershipAlignmentCultureTeamSynergyInternalBusinessProcess[short-term]CustomerRelations[short-term]Financials[long-term]Copyright©LaskeandAssociates,LLC,2002CAPABILITYToimprovetheshort-aswellaslong-termrealismofcompanystrategy,weneedtoexpandthenumberofHRevaluationlevels.Bydoingso,wetakeintoaccountacompany’sactualworkcapabilitiesthatdetermineitslevelofcurrentandfutureperformance.Copyright©LaskeandAssociates,LLC,2002ExpandingHREvaluationLevelsCopyright©LaskeandAssociates,LLC,2002EvaluationLevelBriefDescriptionofMeasurement/EvaluationReactionParticipants’reactiontoanHRinitiativeLearningMotivation,knowledge,orattitudechangesImplementationChangesinbehavioronthejobthroughHRinitiativeEnablersSurveyanswersregardingLeadership,competence,personalalignment,teamsynergy,culturalclimate,etc.WorkCapabilityMeasuredintermsofthreekindsofmeta-enablers(currentapplied,currentpotential,futurepotential)BusinessImpactBusinessimpactofthecompany’smeta-enablerprofileFinancials(ROI)Mon