【正文】 UNIQUE highBIO TE CH , INC: Mapp ing Huma n Cap it a lK EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。 Ramp。D TMT amp。 Customer Culture (TMT) TMT amp。 Production Tech Support amp。D amp。 procedures narrow scope error avoiding hourly pay Ramp。DOJT Tamp。 DRamp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。D Rapids Fin Customer Service Mfg Ramp。 develop core skills ? Integrate diverse activities ? Respond with agility amp。D Quality Biologicals Cust. Service Rapid Diag. Legal/Reg. Distribution Rapids Scott A. Snell, Cornell University C2 = Rapid Learning HR Legal MIS Biologicals Fin Quality TMT Compulsory Knowledge Idiosyncratic Knowledge Ancillary Knowledge High Value Low Value Generic Core Idiosyncratic Ancillary Compulsory Unique Human Capital Architecture Human Capital ? unique ? value HRM System Employ Mode Core Human Capital ? High Value: Direct link to core petence ? High Uniqueness: Firmspecific knowledge and skills Employment Mode: knowledge work Employment Relationship: anizationfocused Examples: software developers (Microsoft) drug researchers (Merck) fund managers (Fidelity) “goldcollar” workers High Value Low Value Unique Generic Idiosyncratic Ancillary Compulsory Human Capital Architecture Core Ramp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。 DP a r t n e r sTR A D I TI O N A L JO B B A SE D E M PL O Y M E N TA LL I A N C E / PA R T N E RC O N TR A C T W O R KK N O W LE D G E W O R KL o w V A L U E h ighL o w V A L U E h ighLow UNIQUE highLow UNIQUE highBIO TE CH , INC: Mapp ing Huma n Cap it a lK EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n Ra p id sS c o t t A. S n e l l , C o r n e l l Un i ver s i t yC2= Rapid LearningHRLegalM I SB io lo g ica lsF inQu a li t yT M TEmployment Mode: partnership Employment Relationship: collaborative Examples: “wild ducks” (IBM) design engineers (w/ Boeing) trainers (Merck/Forum) authors (McGrawHill) High Value Low Value Unique Generic Core Idiosyncratic Ancillary Compulsory Human Capital Architecture it l r it t Idiosyncratic Human Capital ? Low Strategic Value: Intermittent link to petence ? High Uniqueness: Specialized knowledge and skills TRADITIONAL JOBBASED EMPLOYMENT ALLIANCE/ PARTNER CONTRACT WORK KNOWLEDGE WORK Sspecific job Tamp。 Snell, 2022 Rewards Appraisal Development Staffing Job Design ? enriched amp。 DRamp。 Sales FOCUS ON: ? Governance ? TMT ? Culture ? Value Chain ? Task Environment ? Stakeholders ? Remote Environment Production amp。 Customer Ramp。 . Ramp。 External Ramp。D amp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。 Sales MIS amp。 . Ramp。 . Regulatory Cust. Service amp。D amp。 Ext. Partner Ramp。 benefits autonomy/selfdirection mistakes are important Compulsory HC ? Mode: Traditional job ? HR: Productivitybased staff based on current skill less development market wage focus on ST performance mistakes above the water line Ancillary HC ? Mode: Contract work ? HR: Compliancebased standardize/simple (outsource) focus on rules amp。Dinvestment PAwork w/others Tamp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n Ra p id sS c o t t A. S n e l l , C o r n e l l Un i ver s i t yC2