© Human Capital Management-GenNeXT

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Accepting Defeat

A beautiful article in SpeakingTree shows that success lies in accepting defeat ... Excerpts are
"In 1831, an American citizen went into business. In 1832 his business failed, so he entered the field of politics, but was no more successful in that sphere. He reverted to business in 1834, and was again a failure.
In 1841, he had a nervous breakdown. Once recovered, he again entered the political arena, in the hope that his party would nominate him as a candidate for Congress. His hopes were dashed, however, when his name failed to appear in the list of candidates. The first chance he had to run for the Senate was in 1855, but he was defeated in the election. In 1858, he once again stood in the congressional elections, and once again lost.
The name of this repeatedly unsuccessful person was Abraham Lincoln (1809-1865). So great were his services to his country that he is now known as the architect of modern America. "
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Human Capital Management - GeNNeXT(S. Mandgi)

HCM or Human Capital Management is not about tranformation from administration of employees to strategy. It is all about understanding and continuously aligning the capabilities of your employees ( who are the human capital) to your organizations goals and objectives.

Only those organizations who are able to clearly translate their goals and objectives to their employees as their own goals, see maximum voluntary alignment to these goals and objectives which  further translate into  successful organizations. Human Capital Management is about building leadership skills, building knowledgeable and skilled teams , nurturing and managing talent.

The success factors could be tangible(profits) or intangible(employee satisfaction leading to retention) and most important brand value. I rate the brand value on the highest scale as it translates to maximum value for all stakeholder  in terms of share or bond value which could be many multiples of a dividend or bonus. Most owners of niche technology product companies have made their lives earnings through brand value then profits.

My views on the word strategy is that most people use it when no other word is available. Strategy always existed in HR be it staffing, resourcing or compensation or benefits. Companies would always strategise to pay their employees a little more then the benchmarked salaries so that they got the most skilled employees. Manager always strategised on how to manage their resoures on projects. HR Managers always strategised on what ratio to pay bonuses to their band of employees. Strategy existed , one a smaller scale and went unnoticed since they were not directly aligned to the goals and objectives of the organization. The HR Manager used to be called when the directors meetings with the functional heads were over to give him sheets of papers which would give him details of how many more employees each department need. Thats not true anymore.

I remember in the earlier days and even in some organizations today ( i am serious) to get a head count report on your project teams or on employees in different regions of your organizations used to take days and with each region having their own computer systems , the data available was never accurate ( consider transfer , new hires, resignations, retirements, foriegn postings on projects etc and the different work and life events). How on earth could you take HR seriously.  Given the circumstances , they still did a great job but that was never enough.

Today with HR data readily available through Enterprise Systems on real time , HR managers started now aligning their data with the volaitile business data to meet the companies and stakeholder's objectives. Business started realising the influence of HR on their goals and objectives and starting taking HR seriously. There you have a synergy of HR and business. HR managers now do not only talk HR. They talk HR and business too and the are searching for all integration points between the two. Now you have a HR director on the board of  directors presenting the impact of HR costs on financial results and talking finance too. He/She is a part of takeovers, mergers and aquisitions and
technology too.

The job is getting more complex. However, even today there is a general reluctance in the industry to put an HR Manager to head a SCM or Retail Outlet but the vice versa is easily acceptable. I believe that in both cases mentoring is needed so why this differentiation.

 Is it only a matter of time ???..... The answer is only time will tell.


10 Leadership Lessons from the IBM Executive School

This article from Forbes is written by a true leader and mentor of today , Mr. August Turak with home i have had some very interesting discussions and learnt a lot in the process.
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Top Ten Keys to Building a Talent Firewall In Your Organization

This article from Forbes is all about how your organization can build leadership qualities and retain talent. Click on the title to take you to the article .....

Average increment in 2012 may fall to 11.9%: Survey

- Published in Economic Times Of India

The survey predicts that the average increment in salaries should be close to 12 %.

Considering inflation between 6 to 7  percent  and the GDP of India between 6 to 7 % on an average for 2012 , the salary increment =  sum(percent inflation + GDP)  makes sense.

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