【正文】 World Health Org. universities distribution work employee (science/mkt) C2 = “Rapid Learning” PEOPLE SYSTEMS Core Competence K no wl e d gewl e geTech nolo giesTech nolo giesProc ess esProc ess esRela tion ship sRela tion ship sB e n e f i t sV A L U E = C o st sU N I Q U E = ( so ci a l co m p l e xi t y + ca u sa l a m b i g u i t y)LEARNING = (experience x challenge) How does human capital contribute to the core petence? ? Value ? Unique Resources need to be: Benefits VALUE = Costs Drives innovation Responds to customer demands Provides excellent customer service Achieves highest quality Instrumental in process improvements Develops new business opportunities Directly affects efficiency and productivity Minimizes costs of production, service, delivery Not widely available in the market Cannot be bought or appropriated Difficult to imitate or duplicate Specialized KSAs Difficult to replace Customized to our firm Developed through onthejob experiences Distinguishes us from our petitors RD Manufacturing/ Operations Distribution Sales Sales TMT Cust Serv HR RD Rapids Fin Customer Service Mfg RD RD Partners Core Knowledge Low VALUE high Low UNIQUE high BIOTECH, INC: Mapping Human Capital KEY Finance HR TMT MIS Mfg/Operations Market/Sales RD 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 R DM a n u f a ct u r in g /O p e r a t io n sDi s t r ib u t io n S a le sS a le s T M TCu s tS e r vHRR D Ra p id sF inCu s t o m e rS e r vi ceM f gR DR DP a r t n e r sT R A D I T I O N A L JO B B A S E D E MPL O Y ME N TA L L I A N C E / P A R T N E RC O N T R A C T WO R KK N O WLE D G E WO R KL o w V A L UE h i ghL o w V A L UE h i ghLow UNIQUE highLow UNIQUE highB IO TE C H , INC : Map ping Hu man Ca pita lK EY Fin a n ceHRT M TMI SMfg/ Operat i o n s Mark et/S al es RDQu a li t yBi o l og i ca l sCu st . Ser vi ceRapi d D i ag . Legal /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/ Operat i o n s Mark et/S al es RDQu a li t yBi o l og i ca l sCu st . Ser vi ceRapi d D i ag . Legal /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 Uni ve r s i t yC2= Rapid LearningHRLegalM I SB io lo g ica lsF inQ u a li t yT M T High Value Low Value Unique Generic Core Idiosyncratic Ancillary Human Capital Architecture ital rchitecture Compulsory Employment Mode: traditional job Employment Relationship: jobfocused Examples: staff accountants (Andersen) sales people (Sears) truck drivers (UPS) HighValue: Direct link to strategy High Uniqueness: Generic knowledge and skills Compulsory Human Capital ? High Value: Direct link to core petence ? Low Uniqueness: Generic knowledge and skills R DM a n u f a ct u r in g /O p e r a t io n sDi s t r ib u t io n S a le sS a le s T M TCu s tS e r vHRR D Ra p id sF inCu s t o m e rS e r vi ceM f gR DR DP a r t n e r sT R A D I T I O N A L JO B B A S E D E MPL O Y ME N TA L L I A N C E / P A R T N E RC O N T R A C T WO R K