This short article by Hewitt focuses on the need to support a company's strategic business plan with an aligned strategic human capital plan.
The article also suggests a process to create this strategic plan by assessing the talent needs for the future in a systemic way and creating a human capital supply chain, mimicking the discipline of a material supply chain: "Instead of establishing streamlined procurement, conversion, and distribution processes, strategic talent solutions result in enhancements to sourcing, recruiting, onboarding, training, and career-pathing strategies. Like an efficient supply chain, these talent processes are geared to support superior business performance well into the future."
The article:
http://www.greatperformanceseurope.eu/pdfs/issue_05/Strategic-Planning.pdf
Monday, October 1, 2007
Sunday, September 30, 2007
BCG Study: The Future of HR (In Europe)
This is an excellent article by Boston Consulting Group (BCG) and the European Association for Personnel Management, on the key challenges of HR though 2015.
Although the research is based on collection of data from European executives, I have a feeling that most of the findings are probably applicable for many other countries as well.
Of 17 HR topics assessed, five were identified as the major challenges for HR for 2010-2015: Managing Talent, Managing Demographics, Becoming a Learning Organization, Managing Work-Life Balance and Manging Change and Cultural Transformation.
The article sheds light on some the major challenges identified by executives on each of these five topics, as well as points as additional challenges if HR for the next decade.
The article:
http://www.eapm.org/bcg.pdf
Although the research is based on collection of data from European executives, I have a feeling that most of the findings are probably applicable for many other countries as well.
Of 17 HR topics assessed, five were identified as the major challenges for HR for 2010-2015: Managing Talent, Managing Demographics, Becoming a Learning Organization, Managing Work-Life Balance and Manging Change and Cultural Transformation.
The article sheds light on some the major challenges identified by executives on each of these five topics, as well as points as additional challenges if HR for the next decade.
The article:
http://www.eapm.org/bcg.pdf
Thursday, September 27, 2007
Mckinsey: Building an Effective Change Agent Team
Anyone who has spent time in a large organization has seen change initiatives come and go, with many of them failing.
The success or failure in the implementation of the change is often not dependent on the quality of the new process or structure or product being implemented. We see mediocre programs with small (or no ROI) succeed in implementation, while valuable programs with clear contribution to the business fail in implementation.
The concept of a change agent, or a change agent team, involved in a change initiative is not new. Still, this short article by McKinsey points to the importance of this role in implementation of change, and identifies a few critical aspects in the creation and operation of a change agent team.
This is one of those articles that you read and say to yourself: "but this is obvious". Then you think back to all of the change processes that you were involved in and realize that this must not be so obvious if you failed to stick to these basics.
Building an Effective Change Agent Team:
http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=27&ar=2049&srid=17
The success or failure in the implementation of the change is often not dependent on the quality of the new process or structure or product being implemented. We see mediocre programs with small (or no ROI) succeed in implementation, while valuable programs with clear contribution to the business fail in implementation.
The concept of a change agent, or a change agent team, involved in a change initiative is not new. Still, this short article by McKinsey points to the importance of this role in implementation of change, and identifies a few critical aspects in the creation and operation of a change agent team.
This is one of those articles that you read and say to yourself: "but this is obvious". Then you think back to all of the change processes that you were involved in and realize that this must not be so obvious if you failed to stick to these basics.
Building an Effective Change Agent Team:
http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=27&ar=2049&srid=17
Wednesday, September 5, 2007
McKinsey on Organizational Complexity
A recent article in the McKinsey Quarterly provides an insightful perspective on the complexities of large organizations and ways to address these complexities and create value to the enterprise.
"Cracking the complexity code" differentiates between two types of complexity. The first is institutional complexity, which concerns the number and nature of interactions within a company. The second is individual complexity, which is the way individual employees and managers experience and deal with complexity.
The McKinsey research shows that although the two types of complexities are related, they are not linked. The article focuses on the factors that impact individual complexity, and methods to reduce individual complexity.
By reducing individual complexity, an organization can create highly levels of institutional complexity to best extract market value, without negatively impacting performance.
Read the article:
http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=30&ar=2001
"Cracking the complexity code" differentiates between two types of complexity. The first is institutional complexity, which concerns the number and nature of interactions within a company. The second is individual complexity, which is the way individual employees and managers experience and deal with complexity.
The McKinsey research shows that although the two types of complexities are related, they are not linked. The article focuses on the factors that impact individual complexity, and methods to reduce individual complexity.
By reducing individual complexity, an organization can create highly levels of institutional complexity to best extract market value, without negatively impacting performance.
Read the article:
http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=30&ar=2001
Thursday, August 30, 2007
TED - Ideas Worth Spreading
My dearest friend Benzi Ronen recently told introduced me to TED (http://www.ted.com/).
This wonderful website offers video short talks, presentations and performers by some of the most interesting people in the world - from Jeff Bezos (Amazon.com) to Al Gore (Former Vice President of the US) to Sirena Huang (an 11 year old violinist). Each of the speakers share his or her greatest passion with the audience in just 18 minutes.
Many of these are absolutely inspiring!
Thanks Benzi!
They explain it best: "
TED stands for Technology, Entertainment, Design. It started out (in 1984) as a conference bringing together people from those three worlds. Since then its scope has become ever broader.
The annual conference now brings together the world's most fascinating thinkers and doers, who are challenged to give the talk of their lives (in 18 minutes).
This site makes the best talks and performances from TED available to the public, for free. More than 100 talks from our archive are now available, with more added each week. These videos are released under a Creative Commons license, so they can be freely shared and reposted.
Our mission: Spreading ideas. "
This wonderful website offers video short talks, presentations and performers by some of the most interesting people in the world - from Jeff Bezos (Amazon.com) to Al Gore (Former Vice President of the US) to Sirena Huang (an 11 year old violinist). Each of the speakers share his or her greatest passion with the audience in just 18 minutes.
Many of these are absolutely inspiring!
Thanks Benzi!
They explain it best: "
TED stands for Technology, Entertainment, Design. It started out (in 1984) as a conference bringing together people from those three worlds. Since then its scope has become ever broader.
The annual conference now brings together the world's most fascinating thinkers and doers, who are challenged to give the talk of their lives (in 18 minutes).
This site makes the best talks and performances from TED available to the public, for free. More than 100 talks from our archive are now available, with more added each week. These videos are released under a Creative Commons license, so they can be freely shared and reposted.
Our mission: Spreading ideas. "
Change The Way You Persuade
This Harvard Business Review article from 2002 identifies five styles of Decision making. The research found that executives typically have a default decision making style that lands them in a distinct category: charismatics, thinkers, skeptics, followers and controllers.
By identifying the decision making style of the person you aim to influence, claims the article, and adopting a method most effective with this decision making style, will improve your ability to persuade the decision maker.
Read the article:
http://www.salesschematics.com.au/documents/hbr_reprint_changing_the_way_you_persuade1.pdf
By identifying the decision making style of the person you aim to influence, claims the article, and adopting a method most effective with this decision making style, will improve your ability to persuade the decision maker.
Read the article:
http://www.salesschematics.com.au/documents/hbr_reprint_changing_the_way_you_persuade1.pdf
Wednesday, August 29, 2007
The Accenture Human Capital Development Framework
Accenture's article titled "How to Boost Your Workforce Performance ROI" introduces a diagnostic tool that provides a link between human capital development practices and total shareholder return.
The Accenture Human Capital Development Framework is an analytical, measurement and planning tool that enables an organization to identify and measure the human capital factors that affect organizational performance.
The Accenture Human Capital Development Framework is an analytical, measurement and planning tool that enables an organization to identify and measure the human capital factors that affect organizational performance.
This is a "balanced scorecard-type" model in that it proposes a link between business results and underlying processes and capabilities.
The article:
http://www.accenture.com/NR/rdonlyres/4609EF3D-17B2-4555-86F1-736B6CCAEF66/0/summary_hp.pdf
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