Innovation in Human Capital Management

Innovation in Human Capital Management

Towards a new Human Capital Operating Model: Connecting People to Purpose, Business Issues and Processes

Do you succeed in developing talent? Is your performance management system supporting strategy implementation and driving employee engagement? Are the key processes in your Human Capital set-up aligned and making a real difference?

In the past few decades, human resources has emphasized “competencies” in hiring and developing talent. Jobs have been decomposed into skills and filled by candidates who have them. But 21st-century business is too volatile and complex – and the market for top-talent too tight – for that HR model to work anymore. Human Capital becomes evidence based, focused on supporting value creation and on developing performance and talent processes to help employees at all levels make a shift to the next stage of human consciousness.

Projects

Building your HR Scorecard

Building your HR Scorecard

“As a human resources leader I was not satisfied with simply demonstrating the efficient use of human capital and began to work on demonstrating how talent drives the performance of our organization. This required a construction of a set of new HR metrics. Connect & Transforms distinction between lagging, current and predictive HR indicators helped to prioritize the impact areas and to become a real business partner. The HR dashboard exercise was the first step in shifting our HR operating model, leading to clearly defining the accountabilities of the key roles in the human capital domain.”

Aligning people with positions

Aligning people with positions

“I believe that we can better match people to positions and have better succession planning. We have eliminated some jobs, and invested in other higher value added jobs. We discovered there is life after the competency model (-which, to be honest, kept creating problems for our managers -). We can now better coach employees in this system, and this is related to lower turnover.”

Redesigning leadership journeys

Redesigning leadership journeys

“We wanted a simple and reliable process to develop leadership talent and discovered that understanding where to start was the key in our success. We radically simplified our talent management practices by eliminating activities that didn’t add value. We also learned to conduct effective talent reviews, discovered how we can turn employees’ struggles into growth opportunities and succeeded to integrate cognitive coaching, ensuring that talents at all levels remained in-flow.”

Building your HR Scorecard

Bridging the strategy/performance gap

“If our strategy is good, why is our performance so bad? We struggled long with this question, and benefited a lot from Connect & Transform’s study of the differences between under-performing and superior performing organizations as the latter attempted to turn strategic intent into desired business results. One of the fundamental characteristics in superior-performing organizations was the recognition of the importance to break strategy down through a performance hierarchy. This enabled us to define the adequate decision making accountabilities at each level in our organization, ensuring everyone acted upon the business strategy.”

Aligning people with positions

Unleashing the future of work

“We woke up the moment we became aware collaboration, innovation and agility were no longer ‘nice to haves’, but critical success factors to stay alive. In order to become a sustainable business we needed to operate as living systems, interconnected and interdependent, capable of responding to constantly changing environments, and equiping employees to manage ambiguity, complexity and uncertainty. And this is exactly what we did: reinventing our organization to new levels of commitment and sustainable development.”

Redesigning leadership journeys

Facilitating self-organization and peer feedback

“Self-management requires an interlocking set of structures and practices. It is about decision making, measuring performance, holding each other accountable, transparency, different conflict handling and much more. It requires a different human capital set-up. One in which every employee functions from a higher level of consciousness. The journey with Connect & Transform helped us to create a breakthrough to build such a pioneering organization.”