【正文】 Laske and Associates LLC, 2023 How to Learn More Copyright 169。 Laske and Associates, LLC, 2023 Ad hoc situational: Opinionsurvey based Best Practices Grounded in social science: Assessmentbased Capability Metrics State of Human Capital The old way The new way The best way to explore the utility of a Capability Metric is to carry out a CDREM?case study targeting some highlevel pany concern. Copyright 169。 Laske and Associates LLC, 2023 The Principal Task of the HR Director Is To Answer to Work Capability Concerns Strategic Company Objectives Insight into Work Capability CONCERNS Assessment of Work Capability CDREM? HR Solutions and Deliverables Copyright 169。 Laske and Associates LLC, 2023 Competencies Strategic Alignment / Motivation Cultural Climate Team Integration Leadership Developmental (longterm) Potential Behavioral (shortterm) Potential Financial Perspective Customer Perspective Internal Process Perspective Work Capability Enabler Intelligence Selected Benefits of Capability Assessment ? A Capability Metric: – is based on objective (socialscience) standards of work capability in anizations – is customized to current pany strategy – extends the time window on capability into the future – strengthens and broadens the role of the HR Director at the strategy table – introduces a heightened realism into HR program design and intervention, including eHR (personalization of information). Copyright 169。 Laske and Associates LLC, 2023 Wrap Up What CDREM? Delivers ? CDREM? is a tool for calibrating the quality of human capital in anizations in terms of work capability ? CDREM? provides a Capability Metric detailing present, nearfuture, and farfuture work capability ? A capability metric reveals the hidden potential of a pany‘s workforce ? Findings in a Capability Metric heighten the realism of strategic decision making at the highest level of management. Copyright 169。 Laske and Associates LLC, 2023 1. Applications for Venture Capital 2. Merger and Acquisition Decisions 3. ReVisioning of Organizational Strategy 4. Change Management Initiatives 5. Human Capital Readiness Reports 6. Restructuring of Reward Systems 7. Outsourcing Decisions 8. Automation and Web Transfer Decisions 9. Management Development Programs 10. Employee Development Programs 11. Culture Climate Enhancement 12. Internal Business Process Enhancement 13. Customer Relations Enhancement. FollowingUp Capability Assessments ? Results: – Following up assessments enables parisons against a base line established by the initial capability metric – Follow up delivers insight into the effectiveness of developmental programs for all three aspects of capability ? Timing: – Current and future potential is followed up annually – Current applied capability can be followed up in periods shorter than a year. Copyright 169。 Laske and Associates LLC, 2023 N e gat ive F in di ngs P os it ive F in di ngsO v e r a ll : Pot e n t i a l s O ut w e i g h R i s k sR is k 1: L a c k o f m a t ur i t y l e ve l a n dr e s u l t a n t s y s t e m s t hi n k i ng de f i c i t o f t e a mm e m be r s pr e s e n t l y po s e t h e gr e a t e s t r i s kto t e a m s y ne r g y 。 Laske and Associates LLC, 2023 Example 2 Team Synergy Metric of a pharmaceutical pany with good capability potential Team Synergy Capability Metric Adherence/ STANDARD Missing/ RISK Exceeding/ POTENTIAL (Future Potential Capability) (Current Applied Capability) Dev. Level Dev. Potential Change Flexibility Systemic Thinking Self Conduct Task Focus Interpers. Perspective Energy Sinks Copyright 169。 Laske and Associates LLC, 2023 Reaction of a Manufacturing Firm ? Repr. sample regards the middle management level ? High future potential capability is too longterm to be actionable ? High energy sinks require immediate harnessing of current potential in all ways possible (., reward structure) ? Available options: – start a massive management development effort geared to harnessing existing behavioral and developmental potential – diminish unused potentials ? by widescoped job reassignment and work place restructuring ? by firing parts of middle management, and either rehiring or outsorcing managers showing high current future potential capability Copyright 169。 Laske and Associates LLC, 2023 Ne gat ive F in d in gs P os it ive F in d in gsOv e r a ll : R i s k Ou t we i g h s P ot e n t i a lRis k 1: T h e r e i s a l a r ge de f i c i t i n f a r f ut ur e p ot e n t i a l c a pa bili t y ( de v e l o p m e n t a ll e v e l a n d s y s t e m i c gr a s p) t h a t c a n n o t b ea l l e vi a t e d by t r a i ni ngP ot e n t ial 1: T h e r e a r e ?p o c ke ts ‘ o f s a m p lem e m be r s e x c e e d i ng t h e s t a n da r d s e t f o rde v e l o p m e n t a l po t e n t i a l , b ut t h e y a r e n o ts u f f i c i e n t to o f f s e t t h e o v e r a l l l a c k o f f a r f ut ur e de v e l o p m e n t a l c a pa bili t yRis k 2:a . W ha t e v e r c ur r e n t p ot e n t i a l c a pa bili t yt h e r e i s , i s pr e s e n t l y n o t us e d ( e n e r g ys i n k)b . T h e a r e a o f gr e a t e s t c ur r e n t de f i c i t i ss e l f c o n duc t ( i . e . , s e l f c o n c e pt , r i s kt a ki n g, c h a n g e f l e xi b i li t y , n e e d f o r p o we ra n d vi s i b il i t y ) 。 Laske and Associates LLC, 2023 Leadership Capability Metric of an ebusiness firm lacking current and future capability potential Leadership Capability Metric Adherence/ STANDARD Missing/ RISK Exceeding/ POTENTIAL (Future Potential Capability) (Current Applied Capability)