【正文】 ntial capability that a person will possess at some specific time in the (near or far) future – FPC grows throughout the life span along predictable maturational pathways, and therefore can be reliably predicted. ? CDREM? measures all three kinds of work capability. Copyright 169。 Laske and Associates, LLC, 2023 Capability Is Measured in Three Time Dimensions ? Capability is measured in terms of variables defining people properties (sometimes called ?metaenablers‘) ? In CDREM?, variables together form an index ? An index is specific to a particular enabler, such as leadership or team synergy ? Each enabler is measured in three different but interrelated time dimensions of capability: current applied, current potential, and future potential. Copyright 169。 Laske and Associates, LLC, 2023 H R C O N C ER N S I n de xe s W O R K C A P A B IL IT Y H R D ELI V ER A BLE S R e pr e s e n t a t i v e S a m pl eC O R P O R A T ES T R A T E G YAs s e s s m e n t ofCa p abi l it y int e r m s of I n d e xVa r iab l e s How to Define a Representative Sample The Company Division A Division B Division C Target Population Sample Copyright Laske and Associates LLC, 2023 Note: Divisions can also be crossfunctional groups Structuring a Representative Sample Copyright Laske and Associates LLC, 2023 T YP E S OF S AM P L EA. P u r e S am p les B . M ix e d S am p l e s1. E x e c ut i v e t e a m o nl y ( = E ) 1. B a l a n c e d s a m p l e ( E , M , T ,I = 25% )2. M i dd l e m a n a ge m e n t [ gr o upl e a de r s ] o nl y ( = M )2. M a n a ge m e n t s a m p l e ( E = 10% ,M = 50% , T = 20% , I = 20% )3. C r i t i c a l t e a m s [ a n d t e a mm a n a ge r s ] o nl y ( = T )3. T e a m s a m p l e ( E = 0% , M = 30% ,T = 70% , I = 0% )4. I n d i vi du a l c o n t r i b uto r s o nl y ( = I ) 4. W o r kf o r c e s a m p l e ( E = 0% ,M = 30, T = 0% , I = 70 ) Indexes and Their Capability Standards ? A CDREM? ?Index‘ is entirely customizable。 Laske and Associates LLC, 2023 F act o r s o fF u t u r e P o t e n t i al Cap a b i l i t yM an i f e s t at i onL e v e l o f de v e l op m e nt a l m a t u r i t y 16 l e v e l s betwee n a g e s 20 100 , e a c ha s s oci a t e d w i t h a di f f e r e n t de g r e e o fl e a der s hi p c a pabil i t yNe a r f ut u r e de v e l op m e nt a l r i s k a n dpot e n t i a lL i ke l i hoo d o f a d v a n c i ng f r o mpr e s e n t l e v e l , g e t t i ng s t u c k a t pr e s e n tl e v e l , or r e gr e s s i ng f r o m l e v e lS t r e ng t h o f s y s t e m s t hi nk i ng Ov e r a l l c a pab i l i t y t o s e e t h eor g a ni z a t i o n s y s t e m i c a l l y , r a t h e rt h a n b y per s o n a l i z a t i o nS t r e ng t h o f c r i t i c a l v s . c on s t r u c t i v et oo l s ( t r a n s f o r m a t i o n a l c a pac i t y )B a l a n c e o f m ul t i p l e per s pec t i v e s i nor g a ni z a t i o n a l s i t u a t i o n s What a Capability Metric Tells Management Copyright 169。 Laske and Associates LLC, 2023 + CDREM? Index Present State Future State Unused current potential HighLevel Summary for Leadership Copyright 169。 Laske and Associates LLC, 2023 Reaction of an Accounting Partnership ? Repr. sample regards managing partners (some of whom reside on the executive mittee) ? High future potential capability points to a need for prehensive succession planning ? High energy sinks speak to need of redefining partner responsibility in terms of existing individual work capability ? Available options: – demote present managing partners whose current and future work capability does not measure up to newly defined standards – initiate a followup assessment focused on a target population of partners with potential to bee managing partners. Copyright 169。 r i s k i s n o t o u t w e i g he dby po t e n t i a lP ot e nt ial 1: T h e r e a r e l a r ge pot e n t i a l s f o rde v e l o p m e n t a l a d v a n c e a n d c h a n gef l e xi bili t y t h a t n e e d pr o g r a m s upp o r t( c o a c hi n g, m e n t o r i n g, t e a m r e s t r uc t ur i n g)R is k 2:Se lf c o n duc t r is ks –e x a gge r a te d or lo ws e l f c o n c e pt , l a c k o f f l e xi b i li t y f o rc h a n g e , n e e d fo r p o w e r a n d vi s ibili t y —a r e c o n s i de r a bl e , b ut o u t w e i g h e d bya dh e r a n c e to, a n d e x c e e d i ng o f , s t a n da r dP ot e nt ial 2: T h e r e i s a h uge pot e n t i a l f o rde v e l o p i ng i n t e r pe r s o n a l pe r s p e c t i v e( e m o t i o n a l i n t e lli ge n c e ) , a n d a m o r eb a l a n c e d s e l f c o n c e pt .R is k 3: E xi s t i n g pot e n t i a l s o f t e a ms y ne r g y a r e c ur r e n t l y u n u s e d.P ot e nt ial 3: f ut ur e p ot e n t i a l ( f a r f ut ur e )s o l i d ly s upp o r t s c u r r e n t p ot e n t i a l ( n e a rf ut ur e ) , A Capability Metric Facilitates: Copyright 169。 Laske and Associates, LLC, 2023 A Capability Metric Scores Hidden ‘Company Intelligence’ Copyright 169。 Laske and Associates, LLC, 2023 The Need for Integrating Two Approaches to Human Capital Management Copyright 169。 Laske and Associates LLC, 2023 R e fe r e n c e sB e c k e r , B . E . , M. A. H us e l i d , D . U l r i c h ( 2 0 0 1 ) . T h e H R s c o r e c ar d . B o s t o n , M A: H ar v a r d B u s i n s sS c h o o l P r e s s .F i t z e n z , J . P h i l l i p s , J . J . ( 1 9 9 8 ) . A n e w v i s i o n f o r h um an r e s o u r c e s . Me n l o P a r k , C A: C r i s p .K ap l an , R . D . P . N o