【正文】 Laske and Associates, LLC, 2023 The Need for Integrating Two Approaches to Human Capital Management 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 + CDREM? Index Present State Future State Unused current potential HighLevel Summary for Leadership 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 2. 3a. 3b. 4a. HR Deliverables 1. 4b. 5ac 6. Three Kinds of Work Capability (adapted from E. Jaques, 1994, p. 7) ? Now: Current Applied Capability (CAP): the level of capability a person is actually applying at a given moment in some specific work ? Near Future: Current Potential Capability (CPC): the maximum level of work a person could carry out at any given point in time, in a domain of work they value and given environmental support ? Far Future: Future Potential Capability (FPC): the predicted level of potential 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, LLCC, 2023 Relevance of Capability in the Strategy Map ? Any business may be seen as posed of four layers: – financial – customer relations – internal business process – learning and growth, or human capital ? Strategic objectives in the first three layers, when mapped into Learning and Growth, appear as ?HR deliverables‘ ? Requisite HR deliverables regard capability, not just performance ? HR or ―Learning and Growth‖ prises two sublayers: – ?enablers‘ such as petence, team synergy, etc., that execute strategy – capabilities that underly enablers (sometimes called ?metaenablers‘) and measure capability. opyright 169。 Laske and Associates, LLC, 2023 Workshop Topics ? Part I: The Relation of Company Strategy and Work Capability – Performance is based on Capability – Relevance of Capability in the Strategy Map ? Part II: Building and Using a Capability Metric – Opening a Time Window on Capability – How CDREM? works – What a Capability Metric Tells Management ? Part III: Wrap Up – Benefits of CDREM? – New Tasks of the HR Director – Case Study Deliverables Copyright 169。 Laske and Associates, LLC, 2023 Part I Company Strategy and Work Capability Copyright 169。 Laske and Associates, LLCC, 2023 Five Dimensions of a Strategy Map (adapted from BCS Collaborative, Inc., 2023) Human Capital Effectiveness Human Resource Efficiency Shareholder Value Financial Perspective Customer Perspective Internal Process Perspective Learning Growth Perspective Customer Satisfaction Employee Satisfaction Manage Operating Efficiency Two Tiers of Learning and Growth Competencies Strategic Alignment / Motivation Cultural Climate Team Integration Leadership Deliver World Class services Manage Customer Relationships WORK CAPABILITY Copyright 169。 Laske and Associates, LLC, 2023 Definition of Different Kinds of Capability (researched by Jaques, Kegan, Basseches, Laske, 19552023) ? Current Applied Capability = Systemic grasp developmental level *personal need energy sinks ? Current Potential Capability = Balance of critical vs. constructive thinking (―pl