Deploy a Strategic Human Capital Operating Model to Build Critical Org Capability

Organizations, People|

We live in a world of constantly evolving technology and ways to organize work. This means that people are in constant threat of their skills becoming less relevant or even obsolete. At the same time, organizations face the challenge of building new capabilities internally to take advantage of new technologies that will transform what they produce and how they produce it.

Organizations today take two different approaches to align their employees’ developmental needs with the business’ human capital needs: the laissez faire model and the planning model. Here I propose a third way, the strategic human capital operating model. It is currently used in a rare number of cases, and should become the standard all large companies strive to meet. It can reduce turnover and adoption costs for new technology, while improving employee morale, engagement and productivity.

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Those contradictory Millennials!


Who are Millennials and what do they really want?  There are so many stereotypes and caricatures of Millennials, it’s hard to know what’s fact versus fiction.

In Jennifer Deal’s and my new book What Millennials Want From Work we take a look at the complete picture of what defines Millennials and their desires. The book is based on survey data from more than 25,000 Millennials and 29,000 people from other generations in 22 countries.

We find that some of what you’ve heard about Millennials is true – to a certain extent – but that most of the hype is just that: hype. What’s most interesting is the complex and seemingly contradictory picture of Millennials that emerges. This truly is a “both/and” generation that is both complex and much more dynamic than much of what you’ve heard. (more…)

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Employee engagement does not cause performance

People, Systems|

We know from decades of research and practice that performance leads to job satisfaction. When people are productive, accomplish their objectives, get good feedback on their performance, and are rewarded for being productive, they usually are satisfied with their jobs.

The counter argument – employee engagement causes performance – makes intuitive sense yet does not necessarily hold empirically. The easiest way to make most employees happy is to keep their compensation the same and cut their responsibilities in half. However, doing so would completely destroy profits. Thus employee engagement does not always “cause” improved organizational performance.


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