【正文】 82。 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 Enablers “ MetaEnablers” Impact of Capability on Performance “ MetaEnablers” Measure Capability Competence Leadership Alignment Culture Team Synergy Internal Business Process [shortterm] Customer Relations [shortterm] Financials [longterm] Copyright 169。 Laske and Associates, LLC, 2023 Expanding HR Evaluation Levels Copyright 169。 Laske and Associates, LLC, 2023 To analyze and measure work capability in sufficient depth means to open a time window through which to view capability now, in the near future, and the far future. Capability Evolves in Time Copyright 169。 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, LLC, 2023 Index Variables, Current Applied Capability Copyright 169。 Laske and Associates, LLC, 2023 Capability Is Measured in Three Time Dimensions ? Capability is measured in terms of variables defining people properties (sometimes called ?metaenablers‘) ? In CDREM?, variables together form an index ? An index is specific to a particular enabler, such as leadership or team synergy ? Each enabler is measured in three different but interrelated time dimensions of capability: current applied, current potential, and future potential. Copyright 169。 Laske and Associates, LLC, 2023 Leadership Enabler Index Variables 1. Current and future potential, Developmental level (maturity) 2. Future potential, Developmental risk vs. potential 3. Current and future, Systems thinking capacity 4. Current and future, Change flexibility 5. Current, near future, and far future interpersonal perspective 6. Current, near future, and far future selfconduct 7. Current, near future, and far future approach to tasks (task focus). How CDREM? Works 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 Customized to Company Strategy Example: Variables of a Leadership and Change Flexibility Index ? Developmental level (16 levels) ? Developmental potential and risk ? Strength of plexity awareness (transformational capacity) ? Strength of systems thinking ? Self conduct – self concept – flexibility for change – need for power and control ? Task focus – autonomy – resourcefulness under stress – quality of planning and order ? Interpersonal perspective – empathy – helpfulness/supportiveness – capacity for affiliation ? Energy sinks (gaps between personal needs and aspirations) ? Culture climate index (gaps between Personal aspirations and actual anizational experience) Copyright 169。 Laske and Associates LLC, 2023 F act o r s o fF u t u r e P o t e n t i al Cap a b i l i t yM an i f e s t at i onL e v e l o f de v e l op m e nt a l m a t u r i t y 16 l e v e l s betwee n a g e s 20 100 , e a c ha s s oci a t e d w i t h a di f f e r e n t de g r e e o fl e a der s hi p c a pabil i t yNe a r f ut u r e de v e l op m e nt a l r i s k a n dpot e n t i a lL i ke l i hoo d o f a d v a n c i n