【正文】 n on financial capital without due consideration for intellectual capital. The Dilemma of Focusing on Only Financial Capital Total Market Value Financial Capital Intellectual Capital Effectiveness of GC Test The value of Going Concern Test is underscored by its ability to uncover dissonance between a firm’s future state and standard requirements to meet its obligations. Accordingly, a proper Going Concern Test should highlight clear profile of a firm’s human capital future state. “Just as thousands of candidates are peting for jobs everyday, your business is also peting with other panies to hire the most qualified, talented workers.” Source: HR World “Companies that adopt a talent war mindset often windup venerating outsiders and downplaying the talent already inside the pany, set up petitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the selffulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an anization’s health and detrimental to doing the things that will make it successful.” Source: Jeffrey Pfeffer, Fighting The War For Talent Is Hazardous To Your Organisation’s Health Problems of Endorsing Quick Fixes Through Talent War Instead of Succession Planning 1. Inclination to prefer outsiders for filling sensitive and important job positions at the top echelon. 2. Increase in level of corporate exposure to the risk of acquiring wrong candidates. 3. Predisposition to heighten disenfranchisement of employees, thereby increasing staff turnover. 4. Excessive attention to individual, and undermining team value. 5. Tendency to neglect cultural and processual developmental factors. 6. Tendency to presume a pany is the most petitive intellectually driven firm in a particular sector due to its knack and vivacity for talent war. 7. Abdication of corporate responsibility to prepare manpower for achievement of established strategic plans. Regardless of strategic pursuit, its particularly important for anisations to understand the issues in admixture of insiders and outsiders at the top echelon. If the insiders should not be disregarded, then succession planning must be put into action. Current Changes in Nature of Work ? Content ? Structure ? Process ? System ? Flow Dynamics Major Drivers for Changing Nature of Work ? Customer Values ? Competition ? Technology ? Organisational Agility ? Innovation ? Expansive Career Thrust ? Financial Leverage ? Operational Mobility ? Advancement in Capacity Management ? Advancement in Lean Enterprise ? Advancement in Process Based Management Impact of Changing Nature of Work on Organisational Structure ? Flatter Structures ? Increase in Project Groups ? More Emphasis on CrossFunctional Teams ? Rise of Kaizen Philosophy ? More Complex Reporting Relationships ? Increase in Interactive Bonds Between Top and Bottom ? Indistinct Boundaries Drivers, Solutions and Issues for the Workplace Drivers Workplace and technology solutions Issues and concerns Increased use of teams and cross unit work。 enclosed, large amp。 Opinions ? Lifestyle ? WorkWeek ? Social Events amp。 Development ? Information Systems ? Communication Systems ? Manufacturing Capacity Economic Factors ? Interest Rate ? Exchange Rate ? Taxation ? Availability of Credit Facilities ? International Trade ? Fiscal and Moary Policies ? Per Capita Ine ? Levels of Disposable Ine ? Business Cycles ? Drivers of Economy ? Level of Unemployment Environmental Factors ? Environmental Impact ? Climate Neutrality ? Clean Energy ? Pollution ? Triple Bottom Line ? Green Branding Issues ? Waste Disposal ? Recycling ? Sustainable Development Political Factors ? Pressure Groups amp。 ? To identify ongoing needs for replacement and design appropriate training and employee development programs。 ? To add value to the anisations strategic plan and contribute to ongoing business strategies。 ? To ensure that the anisation has full access to the intellectual capital of their employees。s succession planning so that it incorporated the pany39。s succession planning process, known as the Organisation and Management Development Review (OMDR) being amended to include diversity objectives. Setting of goals and mitment As part of the amendment to the OMDR Motorola set a clear goal: within ten years the number of women and minorities at all levels of management should be representative of the number of women and minorities in the available talent pool. They also made a