【正文】 rt o Understanding and integration of required leadership petencies in all HR systems ? Employee development – Success profiles – Assessment – Training – Developmental assignments – Coaching ? Targeted selection ? Performance management ? Payforperformance relationship ? Branding as an employer of choice – Becker, B., Huselid, M., Brockbank, W., Losey, M., Rucci, T Ulrich, D. (1999). Human Resource Management, Winter 1999, Vol. 38, No. 4. 6 What is included in an HR HPWS? o Operational excellence, a focus on client services for individual employees and managers, and delivery of these services at the lowest possible cost o Selfservice administration ? Benefits ? Staff requisitions and job posting ? Onboarding new employees ? Selfpaced training ? Developmental tips and tools o HR managers that understand the human capital implications of business problems and can access or modify the HR system to solve those problems o Identify, secure and leverage resources ? Assess and develop for potential ? Build, buy, borrow, bind or release ? Succession planning o Change management o Team development o Improved munication and decisionmaking systems – Becker, B., Huselid, M., Brockbank, W., Losey, M., Rucci, T Ulrich, D. (1999). Human Resource Management, Winter 1999, Vol. 38, No. 4. 7 Employee Development = Retention A study of 474 university graduates in eight anizations found that, of seven workrelated experiences measured, the quality of the graduates career development was strongly related to later anizational mitment and intention to leave. Arnold, J. and Davey, K. (1999). Graduates work experiences as predictors of anizational mitment, intention to leave, and turnover: Which experiences really matter? Applied Psychology: An international review, 48, pp211238. A study of 257 MBA graduates found that encouraging continued development of knowledge and skills was related to job satisfaction, anizational mitment, and intention to leave. Irving, P. and Meyer, J. (1994). Reexamination of the MetExpectations Hypothesis: A longitudinal analysis. Journal of Applied Psychology, 79, pp 937949. 8 The Power of Profiles ASTD and SHRM studied panies that are renowned for their ability to attract and retain top talent (Dow Chemical, Edward Jones, Great Plains, Sears, and Southwest Airlines). One key finding was that all of these panies implemented petencybased position profiles so that employees understood the skills and abilities required to move into other roles, including leadership positions. American Society for Training and Development and Society for Human Resource Management (1999). Recruiting and Retaining Employees: Using training and education in the war for talent. Alexandria, VA: ASTD. 9 Employees Need Direction 1. Do I know what is expected of me? 2. Do I have the materials and equipment I need to do my work right? 3. Do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission of my pany make me feel my job is important? 9. Are my coworkers mitted to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? Copyright 169。 1999 The Gallup Organization. All rights reserved. Gallup Management Journal reported the following in 2023 based on the survey below: ? 19% of all employees are actively disengaged from their jobs ? 55% of all employees are not engaged in their jobs ? 26% of all employees are engaged in their jobs At a cost of $292355 Billion per year to the US economy. 10 HR Adds Shareholder Value in Europe ? Great people management equals great shareholder value: European panies with the best human capital management deliver around twice as much shareholder value as their average petitors. ? Great people management practices persist: The key practices associated with higher value continue to show up in bull, bear and flat markets, with the emphasis evolving over time. And so do the HR practices which are linked with a loss of value. ? Great people management travels well: Excellent HR practice is similar across the world, with some interesting local variations. ? Great HR builds great people management: The effectiveness of the HR function itself is a key factor – to drive value from your human capital you need great practices and a highly efficient HR function which is closely aligned with the business39。s stock market valuati