Human Capital Management - hireSmart

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Nov 6, 2013 (3 years and 7 months ago)

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Human Capital Management


Vital and Tactical Planning

www.hiresmart.com

480.503.2945

2011
©
HireSmart

All Rights Reserved
.

Presenter Bio


Dr. Neil Clark is an
Arizona Licensed Psychologist
with over twenty years of
professional experience in personnel and organizational psychology.


Neil is a
leading expert in human capital strategy and management. His mission is to help
managers improve their talent management effectiveness.


He is currently the

Executive Director of HireSmart, a human capital management firm that uses online
sourcing, screening and selection tools to help companies reduce the high cost of
hiring mistakes.


His doctoral research was in organizational development.


He
currently works with many small firms and with several Fortune 500 companies to
develop and monitor high performance work systems. Dr. Clark has served as a
staffing consultant to Penske Automotive Group for the last fifteen years. He
designed Penske’s screening and selection system for sales and management
talent. Dr. Clark

is a Strategic Business Partner of Profiles International Inc., a
leading international human capital assessment company.


He is also a

Professional Associate of Human Resource Development Press.

Neil is a current
member of the Arizona Psychological Association, the Knowledge Management
Forum and the Arizona Better Business Bureau.

2011
©
HireSmart

All Rights Reserved
.

Agenda


Day 1



Introduction to Human Capital Management



Human Capital Measurement



Human Capital Strategic Plans



Recruitment Strategy



Best Practices in Hiring



Performance Management

2011
©
HireSmart

All Rights Reserved.

Agenda


Day 2



Introduction to Human Capital Development



Human Asset Profiles



Career Development Plans



Coaching, Training and Mentoring Programs



Emerging Management Roles



Closing Comments, Discussion, Next Steps

2011
©
HireSmart

All Rights Reserved.

Introduction to

Human Capital Management


The only vital value any enterprise has is the experience, skills,
innovativeness and insights of its people.



The success of any company will depend on its ability to
understand how human capital links to its performance and its
wealth.



The most competitive companies will have the best strategies and
methods for attracting, hiring, managing, developing and retaining
top performing talent.



Managers need training on how to apply human capital
management (HCM) principles and methods to business strategy
and performance.





Today, we are going to learn about several new management tools
and how others are using them to reach their business goals.

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Major Contributions to

Human Capital Management


1986


The Know
-
How Company



Karl Erik Sveiby



1997


The New Wealth of Organizations



Thomas Stewart



2000


The ROI of Human Capital



JacFitz
-
Enz



2001


The Human Value of the Enterprise



Andrew Mayo



2002


Corporate Longitude



Leif Edvinsson

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The History of

Human Capital Management

1986
-

Sveiby publishes "
The Know
-
How Company
" on managing intangible assets

1987
-

Amidon publishes “Managing the Knowledge Asset into the Twenty
-
First Century”

1988
-

Sveiby publishes "
The New Annual Report
" introducing "knowledge capital"

1989
-

Sveiby publishes "
The Invisible Balance Sheet
"

1989
-

Handy publishes “The Age of Paradox”

1990
-

Sveiby publishes "
Knowledge Management
"

1991
-

Stewart publishes first "Brainpower" article in Fortune

1991
-

Skandia appoints Leif Edvinsson as the world’s first Director of Intellectual Capital

1992
-

Stewart publishes second "Brainpower" article in
Fortune


1993
-

St. Onge establishes concept of Customer Capital

1994
-

Stewart authors "
Intellectual Capital
" cover article in
Fortune


1994
-

Mill Valley Group decides to host a gathering of IC managers

1996
-

SEC symposium on measuring intellectual / intangible assets

1996
-

Sullivan and Parr book,
"Licensing Strategies",

published

1996
-

Lev founds Intangibles Research at New York University

1997
-

Sveiby publishes "
The New Organizational Wealth
"

1997
-

Edvinsson and Malone publish a book,
"Intellectual Capital”


1997
-

Stewart book,
"Intellectual Capital“
is published

1997
-

Hoover Institution conference on measuring intellectual capital

1998
-

Sullivan book,
"Profiting from Intellectual Capital",
published

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Principles of Human

Capital Management


Building a powerful human capital strategy requires solid
facts, measures, and processes for discerning where the
firm will get the most leverage from its people.




Recent technological advances have been the catalysts for
the emergence of new approaches to human capital
management.




Business models and human capital strategies must match.





Taking advantage of the observations and records of actual
events maintained in your company’s HR information
systems helps you discern how your business model and
human capital strategies have been working for or against
each other.

2011 © HireSmart

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Principles of Human

Capital Management


There’s a floor to cost reduction but no ceiling to value
creation.



Find the key points of

leverage for increased profits.


View your human capital as a value
-
producing asset instead
of a cost to be minimized, reduced, or reined in.



New management tools now exists to help you analyze how
key outcomes such as productivity are affected over time by
human capital attributes and practices. These tools help
you predict the return on your human capital investments.


Identifying and focusing on what’s important will drive
value.


2011 © HireSmart

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2011© HireSmart

All Rights Reserved.

Recruitment

Coaching &

Mentoring


Human

Asset Profiles

Career

Development Plans

Core

Values

Core

Competencies



Performance

Improvement



Selection

Human

Capital

Strategy

Performance
Management

Revenue
Per
Employee

Cost Per
Employee

Profit Per
Employee


Activities of Human

Capital Management


The quality and performance of our people is what sets us
apart in an intensely competitive market!



Recruiting and hiring the best available talent


Developing and motivating people to reach their fullest
potential


Retaining talent (and the investments made in them)


Minimizing risk and cost on the human side of the business


Designing talent management information systems


Implementing performance based compensation systems


Developing your Employer of Choice Brand


Designing coaching and mentoring programs


Applying performance management technologies

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Finance Driven

Business Model


Money Drives Value
-

Budget Driven!



Focus on tangible assets


Valuation of physical and financial assets


Use decision criteria for physical capital investments


Manage costs


Focus on the past (cost measurement)


People are treated as expenses and salary costs


Focus on present cash flow


Focus on fixed budgets and periods


Focus on short
-
term profitability

2011 © HireSmart

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Human Capital Driven

Business Model


People Drive Value
-

Event Driven!




Focus on tangible and intangible assets


Valuation of physical, financial, human and structural assets


Use decision criteria for knowledge and human capital
investments


Process and customer cost focus


Focus on the future (value creation measurement)


People are treated as expenses and investments


Focus on present cash flow and future revenue streams


Focus on dynamic budgets and revenue streams


Focus on short
-
term and long
-
term profitability, added
-
value and sustainability

2011 © HireSmart

All Rights Reserved.

HCM Glossary


Human Capital Strategy



A business strategy that links the competencies, motivations and satisfactions of its employees
directly with drivers of value for customers, which in turn drives profitability for the enterprise.
Human Capital decisions are guided by data
-
driven, results
-
oriented planning and accountability
systems. The keys to a successful HCM strategy are process efficiencies, effective use of
information technology and business metrics.


Talent Management



Identifying mission
-
critical values, competencies and talents needed in the current and future
workforce. Clarifying the methods that will be used to recruit, hire, develop, manage and retain a
high performing workforce.


Performance Culture



A diverse, results
-
oriented, high performance workforce, with a performance monitoring system
that effectively differentiates between high and low performance and links individual / team /
departmental performance to organizational goals and strategic objectives. Compensation is
directly linked to performance.

2011 © HireSmart

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HCM Glossary

Human Capital



The sum of a company's employees including their skills, competencies, talents, creativity and know
-
how.


Within each employee is the knowledge the company seeks to utilize.




Intellectual Capital



The sum of a company's ideas, inventions, technologies, knowledge, computer programs, patents,
trademarks, designs, methods, systems, processes and publications. When codified, defined,
written or committed to media form, the company's intellectual assets can be moved, leased, or
sold. When these intellectual assets (IA) are legally protected we call them intellectual property
(IP).



Structural Capital



The sum of a company's tangible assets including financial assets, buildings, machinery and
equipment, manufacturing facilities, distribution channels and sales outlets.




Customer Capital



The sum of a company's customers including their names, contracts, contact databases, loyalty,
satisfaction, references, testimonials and future revenues.



2011 © HireSmart

All Rights Reserved.

About HireSmart




HireSmart is a human capital management firm that provides
consultation and outsourcing for strategic recruiting, talent
assessment, selection, development and performance management.
We help businesses increase productivity, reduce turnover and
improve performance. Our mission is to help clients maximize their
Return on Investment in human capital. We help managers lower the
costs and risks associated with unproductive hiring decisions
including: turnover, low performance, litigation, absenteeism,
sabotage and theft.




HireSmart provides customized solutions that measure the
organization’s outcomes for each human capital strategy
implemented. We make your staffing process more attractive,
convenient, efficient and cost
-
effective. We facilitate continuous
improvements in your talent management systems leading to
increased profit per employee.


2011 © HireSmart

All Rights Reserved.

Contact Info

HireSmart, LLC

Human Capital Solutions

4140 E. Baseline Road, Ste. 101
-
317

Mesa, Arizona 85206

480.503.2945 (phone)

866.296.4277 (fax)

neil.clark@hiresmart.com

(eMail)

2011 © HireSmart

All Rights Reserved.