如何強化CEO視角的人力資源價值課件

通過能力與業(yè)務(wù)戰(zhàn)略匹配,強化CEO視角的人力資源價值

EnhancingHRValuetotheCEO:

StrategiesforMatchingStrategytoCapability通過能力與業(yè)務(wù)戰(zhàn)略匹配,強化CEO視角的人力資源價值

Enh1Thisseminartakesacomprehensive,systemicviewoftheorganizationanditsreadinessfor

intervention.Itaddressesthe‘peoplepowerparadox’:mostcompaniesseektheirfutureoutsideofthemselves,notintheirownpeople.Copyright?LaskeandAssociates,LLC,2002Thisseminartakesacomprehen2WorkshopObjectivesAttheconclusionofthisworkshop,participantswillbeableto: betterunderstandtherelationshipofstrategyandcapabilityseetheirownroleasHRDirectorinanew,proactivelight,asguarantorsofabalancebetweenstrategyandcapabilityadvisetheCEOonhowtoexpandcurrentHRevaluationlevelstomeasuringcapabilityunderlyingperformanceadvisetheCEOonhowtoimproveasssessingtherealismofcompanystrategyinlightofexistingcapabilitydiscusstheallotmentofcapabilityresourcesneededforfullyrealizingpresentstrategicobjectives.Copyright?LaskeandAssociates,LLC,2002WorkshopObjectivesAttheconc3AssumptionsofthisWorkshopAchievingstrategicobjectivesismorethaneverdependentonthecapabilityofindividualsandteamsMuchmorein-depthknowledgeabouthumancapabilityisavailableinsocialpsychologythanhassofarbeenappreciatedbyCEO’sandHRDirectorsWeneedtoopenawindowonnewandhighlystratetgicdatasourcesthatheightentherealismofstrategicdecisionmakingatthehighestlevelofmanagement(inparticular,aCapabilityMetric)WeaddressCEOsandHRDirectorsalike,focusingonhumancapability.Copyright?LaskeandAssociates,LLC,2002AssumptionsofthisWorkshopAc4WorkshopTopicsPartI:TheRelationofCompanyStrategyandWorkCapabilityPerformanceisbasedonCapabilityRelevanceofCapabilityintheStrategyMapPartII:BuildingandUsingaCapabilityMetricOpeningaTimeWindowonCapabilityHowCDREM?worksWhataCapabilityMetricTellsManagementPartIII:WrapUpBenefitsofCDREM?NewTasksoftheHRDirectorCaseStudyDeliverablesCopyright?LaskeandAssociates,LLC,2002WorkshopTopicsPartI:TheRel5PartI

CompanyStrategyand

WorkCapabilityCopyright?LaskeandAssociates,LLC,2002PartI

CompanyStrategyand

W6Performance

isBasedonCapabilityCopyright?LaskeandAssociates,LLC,2002Performance

isBasedonCapab7HumanStrategyRegardsWorkCapabilityCopyright?LaskeandAssociates,LLC,2002VisionBusinessStrategyOrganizationalStrategyHumanStrategy:CapabilityHumanStrategyRegardsWorkCa8YourHumanStrategyShouldbeGuidedbyInsightintoWorkCapabilityCopyright?LaskeandAssociates,LLC,2002Whenyouneedahigh-levelviewofhumanresourcesavailabletomeetstrategicobjectives,youneedtounderstandcurrentandfutureworkcapabilityYourHumanStrategyShouldbe9PerformanceIsAnalyzed

InTermsofWorkCapabilityActualworkperformanceisbasedonpersonalcapabilitytowork,anddiffersfrompersontoperson,teamtoteamFollowingElliottJaques(1994),wedistinguishandmeasurethreekindsofworkcapability:currentappliedcapabilitycurrentpotentialcapabilityfuturepotentialcapabilityResearchshowsthatpotentialcapabilitygrowsoverthelifespanalongpredictablematurationalpathwaysofself-andcomplexityawareness(Loevinger,1976;Kegan,1982;Laske,1999)Limitsof(currentandfuture)potentialcapabilitysetlimitstotrainingeffectiveness,andrequirelong-termremediation,re-structuring,oroutsourcingdecisions.opyright?LaskeandAssociates,LLCC,2002PerformanceIsAnalyzed

InTe10RelevanceofCapabilityintheStrategyMapAnybusinessmaybeseenascomposedoffourlayers:financialcustomerrelationsinternalbusinessprocesslearningandgrowth,orhumancapitalStrategicobjectivesinthefirstthreelayers,whenmappedintoLearningandGrowth,appearas‘HRdeliverables’RequisiteHRdeliverablesregardcapability,notjustperformanceHRor“LearningandGrowth”comprisestwosublayers:‘enablers’suchascompetence,teamsynergy,etc.,thatexecutestrategycapabilitiesthatunderlyenablers(sometimescalled‘meta-enablers’)andmeasurecapability.opyright?LaskeandAssociates,LLCC,2002RelevanceofCapabilityinthe11FiveDimensionsofaStrategyMap(adaptedfromBCSCollaborative,Inc.,2001)HumanCapitalEffectivenessHumanResourceEfficiencyShareholderValueFinancialPerspectiveCustomerPerspectiveInternalProcessPerspectiveLearning&GrowthPerspectiveCustomerSatisfactionEmployeeSatisfactionManageOperatingEfficiencyTwoTiersofLearningandGrowthCompetenciesStrategicAlignment/MotivationCulturalClimateTeamIntegrationLeadershipDeliverWorldClassservicesManageCustomerRelationshipsWORKCAPABILITYCopyright?LaskeandAssociates,LLC,2002Enablers“Meta-Enablers”FiveDimensionsofaStrategy12ImpactofCapabilityonPerformance“Meta-Enablers”MeasureCapabilityCompetenceLeadershipAlignmentCultureTeam

SynergyInternalBusinessProcess[short-term]CustomerRelations[short-term]

Financials[long-term]Copyright?LaskeandAssociates,LLC,2002CAPABILITYImpactofCapabilityonPerfor13Toimprovetheshort-aswellaslong-termrealismofcompanystrategy,weneedtoexpandthenumberofHRevaluationlevels.Bydoingso,wetakeintoaccountacompany’sactualworkcapabilitiesthatdetermineitslevelofcurrentandfutureperformance.Copyright?LaskeandAssociates,LLC,2002Toimprovetheshort-aswell14

ExpandingHREvaluationLevels

Copyright?LaskeandAssociates,LLC,2002

ExpandingHREvaluationLeve15PartII:

BuildingandUsing

aCapabilityMetricPartII:

BuildingandUsing

16OpeningaTimeWindow

onWorkCapabilityCopyright?LaskeandAssociates,LLC,2002Toanalyzeandmeasureworkcapabilityinsufficientdepthmeanstoopenatimewindowthroughwhichtoviewcapabilitynow,inthenearfuture,andthefarfuture.OpeningaTimeWindow

onWork17CapabilityEvolvesinTimeCopyright?LaskeandAssociates,LLC,2002CurrentAppliedCapabilityCurrentPotentialCapabilityFuturePotentialCapabilityNowNearFuture(0.5to2years)FarFuture(2-5years)CapabilityEvolvesinTimeCopy18AssessingWorkCapabilitywithCDREM?

CAPABILITYMETRICStrategicObjectivesCurrentAppliedCurrentPotentialFuturePotentialWHO:Repr.SampleIndexVariablesWHAT:EnablersCopyright?LaskeandAssociatesLLC,20022.3a.3b.4a.HRDeliverables1.4b.5a-c6.AssessingWorkCapabilitywith19ThreeKindsofWorkCapability

(adaptedfromE.Jaques,1994,p.7)Now:CurrentAppliedCapability(CAP):thelevelofcapabilityapersonisactuallyapplyingatagivenmomentinsomespecificworkNearFuture:CurrentPotentialCapability(CPC):themaximumlevelofworkapersoncouldcarryoutatanygivenpointintime,inadomainofworktheyvalueandgivenenvironmentalsupportFarFuture:FuturePotentialCapability(FPC):thepredictedlevelofpotentialcapabilitythatapersonwillpossessatsomespecifictimeinthe(nearorfar)futureFPCgrowsthroughoutthelifespanalongpredictablematurationalpathways,andthereforecanbereliablypredicted.CDREM?measuresallthreekindsofworkcapability.Copyright?LaskeandAssociates,LLC,2002ThreeKindsofWorkCapability20Definitionof

DifferentKindsofCapability

(researchedbyJaques,Kegan,Basseches,Laske,1955-2000)CurrentAppliedCapability=Systemicgrasp&developmentallevel&*personalneed&energysinksCurrentPotentialCapability=Balanceofcriticalvs.constructivethinking(“complexityofprocessing”)

&developmentallevel&*personalaspirationFuturePotentialCapability=Developmentallevel&potential,&systemicgrasp&balanceofcriticalvs.constructivethinking(“complexityofprocessing”).*comprisingselfconduct,taskfocus,andinterpersonalperspective.Copyright?LaskeandAssociates,LLC,2002Definitionof

DifferentKinds21IndexVariables,CurrentAppliedCapabilityCopyright?LaskeandAssociates,LLC,2002CACSystemicThinking

Developm.Level

PersonalNeedEnergySinksCriticalConstructiveRiskPotentialSelf Task InterpersonalThinkingThinking ClarityConductFocusPerspectiveSelfconcept Autonomy AffiliationRisktaking Drivetoachieve EmpathyChangeFlexibilityResourcefulness HelpfulnessNeedforpower Endurance DependencyNeedforvisibility QualityofPlanningBiasConfrontationalismNeedtoSelfProtectRelationship toPowerChangeRelationshipStructureStructureunder transformationIndexVariables,CurrentAppli22CapabilityPotentialDetailedFuturePotentialCapability(determinedbydevelopmentallevel)developmentallevel(levelofselfawareness)developmentalpotential(forreachingsubsequentlevel)developmentalrisk(forregressingtolowerlevel)systemsthinkingcapacity(critical,constructive,systemicthinking)CurrentPotentialCapability(determinedbypersonalaspirationsanddevelopmentallevel)taskfocus(autonomy,endurance,risktaking,drivetoachieve,motivation,qualityofplanning,follow-through,etc.)selfconduct(selfconfidence,flexibilityregardingchange,needtocontrolanddirect,needforvisibility,etc.)interpersonalperspective(capacityforaffiliation,bias,dependencyonothers,etc.)Copyright?LaskeandAssociates,LLC,2002CapabilityPotentialDetailedF23CapabilityIsMeasured

inThreeTimeDimensionsCapabilityismeasuredintermsofvariablesdefiningpeopleproperties(sometimescalled‘meta-enablers’)InCDREM?,variablestogetherformanindexAnindexisspecifictoaparticularenabler,suchasleadershiporteamsynergyEachenablerismeasuredinthreedifferentbutinterrelatedtimedimensionsofcapability:currentapplied,currentpotential,andfuturepotential.Copyright?LaskeandAssociates,LLC,2002CapabilityIsMeasured

inThr24CapabilityIndexforLeadershipCopyright?LaskeandAssociates,LLC,2002LeadershipEnablerIndexVariables1.Currentandfuturepotential,Developmentallevel(maturity)2.Futurepotential,Developmentalriskvs.potential3.Currentandfuture,Systemsthinkingcapacity4.Currentandfuture,Changeflexibility5.Current,nearfuture,andfarfutureinterpersonalperspective6.Current,nearfuture,andfarfutureself-conduct7.Current,nearfuture,andfarfutureapproachtotasks(taskfocus).CapabilityIndexforLeadershi25HowCDREM?WorksCopyright?LaskeandAssociates,LLC,2002HowCDREM?WorksCopyright?La26StepsTowardBuildingaCapabilityMetricCompanyStrategyMapHRDeliverables,fromStrategyDefineTargetPopulationDefineRepresentativeSampleDefineIndex(es)basedonCapabilityStandardsCopyrightLaskeandAssociatesLLC,2002MeasurementObjectivesStepsTowardBuildingaCapabi27DefinitionsRepresentativesamplescompriseindividualsorteamswho,asgroups,havecertainworkcapabilitylevelscriticaltocompanyperformanceAnindexcomprisesasetofvariablesusedtomeasuretheworkcapabilityofarepr.sampleIndexesmeasureasample’sworkcapabilitylevelsagainstvalidatednormativestandardsStandardsstipulatecurrentandfuture

workcapabilitylevelsdefinedinharmonywithrequisiteHRdeliverables.CopyrightLaskeandAssociatesLLC,2002DefinitionsRepresentativesamp28StepsinBuildingaCapabilityMetricCopyright?LaskeandAssociates,LLC,2002StepsinBuildingaCapability29HowtoDefineaRepresentativeSampleTheCompanyDivisionADivisionBDivisionCTargetPopulationSampleCopyrightLaskeandAssociatesLLC,2002Note:Divisionscanalsobecross-functionalgroupsHowtoDefineaRepresentative30StructuringaRepresentativeSampleCopyrightLaskeandAssociatesLLC,2002StructuringaRepresentativeS31IndexesandTheirCapabilityStandardsACDREM?‘Index’isentirelycustomizable;itreferstoanyaspectofcapabilityHRdecidestomeasureAnindexmeasurescapabilitylevelswithafocusonaparticularenabler(e.g.leadership)Anindexiscomposedofasetofpertinentvariableseachofwhichisassociatedwithastandard(customizedtocompanystrategyandHRconcernsflowingtherefrom)CDREM?capabilitystandardsderivefromcurrentsocialscienceresearchEachindexmeasuresallthreetimedimensionsofworkcapability:currentapplied,currentpotential,andfuturepotentialcapability.CopyrightLaskeandAssociatesLLC,2002IndexesandTheirCapabilityS32CapabilityIndexesareComposed

ofMeta-EnablersMeasuringCapabilityLevelsSixClassesofofMeta-EnablersAnynumberofcustomizedindexes25CapabilityCriteriaFutureCapabilityCurrentCapabilityCopyright?LaskeandAssociates,LLC,2002CustomizedtoCompanyStrategyCapabilityIndexesareCompose33Example:Variablesofa

LeadershipandChangeFlexibilityIndexDevelopmentallevel(16levels)DevelopmentalpotentialandriskStrengthofcomplexityawareness(transformationalcapacity)StrengthofsystemsthinkingSelfconductselfconceptflexibilityforchangeneedforpowerandcontrolTaskfocusautonomyresourcefulnessunderstressqualityofplanningandorderInterpersonalperspectiveempathyhelpfulness/supportivenesscapacityforaffiliationEnergysinks(gapsbetweenpersonalneedsandaspirations)Cultureclimateindex(gapsbetweenPersonalaspirationsandactualorganizationalexperience)Copyright?LaskeandAssociatesLLC,2002FuturepotentialcapabilityCurrentpotentialandappliedcapabilityExample:Variablesofa

Leade34CurrentandNear-FutureCapabilityStandardsCopyrightLaskeandAssociatesLLC,2002CurrentandNear-FutureCapabi35Far-FutureCapabilityStandardsCopyright?LaskeandAssociatesLLC,2002Far-FutureCapabilityStandard36WhataCapabilityMetric

TellsManagementCopyright?LaskeandAssociatesLLC,2002CDREM?outcomesarestatedintheformatofaCapabilityMetricThemetricrevealsthehiddenworkcapabilityofarepresentativesample.Resultsarestatedintermsofpotential-to-riskratiosforallvariablesincludedintheindexmeasured.WhataCapabilityMetric

Tell37FormatoftheCapabilityMetricCopyright?LaskeandAssociatesLLC,2002FormatoftheCapabilityMetri38Example1Copyright?LaskeandAssociatesLLC,2002LeadershipCapabilityMetricofane-businessfirmlackingcurrentandfuturecapabilitypotentialExample1Copyright?Laskeand39LeadershipCapabilityMetricAdherence/STANDARDMissing/RISKExceeding/ POTENTIAL(FuturePotentialCapability)(CurrentAppliedCapability)Dev.LevelDev.PotentialChangeFlexibilitySystemicThinkingSelfConductTaskFocusInterpers.PerspectiveEnergySinksCopyright?LaskeandAssociatesLLC,2002-1.0+1.0CDREM?IndexPresentStateFutureStateUnusedcurrentpotentialLeadershipCapabilityMetricAd40High-LevelSummaryforLeadershipCopyright?LaskeandAssociatesLLC,2002High-LevelSummaryforLeaders41ActionableDetail,ExampleCopyright?LaskeandAssociatesLLC,2002ActionableDetail,ExampleCopy42ReactionofaManufacturingFirmRepr.sampleregardsthemiddlemanagementlevelHighfuturepotentialcapabilityistoolong-termtobeactionableHighenergysinksrequireimmediateharnessingofcurrentpotentialinallwayspossible(e.g.,rewardstructure)Availableoptions:startamassivemanagementdevelopmenteffortgearedtoharnessingexistingbehavioralanddevelopmentalpotentialdiminishunusedpotentialsbywide-scopedjobre-assignmentandworkplacerestructuringbyfiringpartsofmiddlemanagement,andeitherrehiringoroutsorcingmanagersshowinghighcurrent&futurepotentialcapabilityCopyright?LaskeandAssociatesLLC,2002ReactionofaManufacturingFi43ReactionofanAccountingPartnershipRepr.sampleregardsmanagingpartners(someofwhomresideontheexecutivecommittee)HighfuturepotentialcapabilitypointstoaneedforcomprehensivesuccessionplanningHighenergysinksspeaktoneedofredefiningpartnerresponsibilityintermsofexistingindividualworkcapabilityAvailableoptions:demotepresentmanagingpartnerswhosecurrentandfutureworkcapabilitydoesnotmeasureuptonewlydefinedstandardsinitiateafollow-upassessmentfocusedonatargetpopulationofpartnerswithpotentialtobecomemanagingpartners.Copyright?LaskeandAssociatesLLC,2002ReactionofanAccountingPart44Example2TeamSynergyMetricofapharmaceuticalcompanywithgoodcapabilitypotentialExample2TeamSynergyMetrico45TeamSynergyCapabilityMetricAdherence/STANDARDMissing/RISKExceeding/ POTENTIAL(FuturePotentialCapability)(CurrentAppliedCapability)Dev.LevelDev.PotentialChangeFlexibilitySystemicThinkingSelfConductTaskFocusInterpers.PerspectiveEnergySinksCopyright?LaskeandAssociatesLLC,2002-1.0+1.0CDREM?IndexPresentStateFutureStateUnusedcurrentpotentialTeamSynergyCapabilityMetric46High-LevelSummaryforTeamSynergyCopyright?LaskeandAssociatesLLC,2002High-LevelSummaryforTeamSy47ACapabilityMetricFacilitates:Copyright?LaskeandAssociatesLLC,20021.ApplicationsforVentureCapital2.MergerandAcquisitionDecisions3.Re-VisioningofOrganizationalStrategy4.ChangeManagementInitiatives5.HumanCapitalReadinessReports6.RestructuringofRewardSystems7.OutsourcingDecisions8.AutomationandWebTransferDecisions9.ManagementDevelopmentPrograms10.EmployeeDevelopmentPrograms11.CultureClimateEnhancement12.InternalBusinessProcessEnhancement13.CustomerRelationsEnhancement.ACapabilityMetricFacilitate48Following-UpCapabilityAssessmentsResults:FollowingupassessmentsenablescomparisonsagainstabaselineestablishedbytheinitialcapabilitymetricFollowupdeliversinsightintotheeffectiveness

ofdevelopmentalprogramsforallthreeaspectsofcapabilityTiming:CurrentandfuturepotentialisfollowedupannuallyCurrentappliedcapabilitycanbefollowedupinperiodsshorterthanayear.Copyright?LaskeandAssociatesLLC,2002Following-UpCapabilityAssess49PartIIICopyright?LaskeandAssociatesLLC,2002WrapUpPartIIICopyright?Laskeand50WhatCDREM?DeliversCDREM?isatoolforcalibratingthequalityofhumancapitalinorganizationsintermsofworkcapabilityCDREM?providesaCapabilityMetricdetailingpresent,near-future,andfar-futureworkcapabilityAcapabilitymetricrevealsthehiddenpotentialofacompany’sworkforceFindingsinaCapabilityMetricheightentherealismofstrategicdecisionmakingatthehighestlevelofmanagement.Copyright?LaskeandAssociates,LLC,2002WhatCDREM?DeliversCDREM?is51ACapabilityMetric

ScoresHidden‘CompanyIntelligence’Copyright?LaskeandAssociatesLLC,2002CompetenciesStrategicAlignment/MotivationCulturalClimateTeamIntegrationLeadershipDevelopmental(long-term)PotentialBehavioral(short-term)PotentialFinancialPerspectiveCustomerPerspectiveInternalProcessPerspectiveWorkCapabilityEnablerIntelligenceACapabilityMetric

ScoresHi52SelectedBenefitsofCapabilityAssessmentACapabilityMetric:isbasedonobjective(social-science)standardsofworkcapabilityinorganizationsiscustomizedtocurrentcompanystrategyextendsthetimewindowoncapabilityintothefuturestrengthensandbroadenstheroleoftheHRDirectoratthestrategytableintroducesaheightenedrealismintoHRprogramdesignandintervention,includinge-HR(personalizationofinformation).Copyright?LaskeandAssociatesLLC,2002SelectedBenefitsofCapabilit53NewTasksoftheHRDirectorCopyright?LaskeandAssociatesLLC,2002NewTasksoftheHRDirectorCo54ThePrincipalTaskoftheHRDirector

IsToAnswertoWorkCapabilityConcernsStrategicCompanyObjectivesInsightintoWorkCapabilityCONCERNSAssessmentofWorkCapabilityCDREM?HRSolutionsandDeliverablesCopyright?LaskeandAssociates,LLC,2002ThePrincipalTaskoftheHRD55TheNeedforIntegratingTwoApproaches

toHumanCapitalManagementCopyright?LaskeandAssociates,LLC,2002Adhoc&situational:Opinion-surveybasedBestPracticesGroundedinsocialscience:Assessment-basedCapabilityMetrics

StateofHumanCapitalTheoldwayThenewwayTheNeedforIntegratingTwoA56ThebestwaytoexploretheutilityofaCapabilityMetricistocarryoutaCDREM?casestudytargetingsomehigh-levelcompanyconcern.Copyright?LaskeandAssociatesLLC,2002Thebestwaytoexploretheut57

CaseStudyDeliverables

ACDREM?casestudybyLaskeandAssociatesaccomplishes:translatingHRcapabilityconcernsintomeasurableindexesstructuringandsizingoneormorerepresentativesamples

definingcapabilitystandardsappropriatetothecompany’spresentstrategicobjectivesandculturalclimatecarryingouttheassessmentproper(developmentalinterviewing,behavioralquestionnaire)calibratingtheCapabilityMetricforoneormoreindexesinterpretingcapabilityfindingswithattentiontoactionableinsightsuggestingappropriateCDREM?followupassessments.Copyright?LaskeandAssociatesLLC,2002

CaseStudyDeliverables

ACDR58HowtoLearnMoreCopyright?LaskeandAssociatesLLC,2002HowtoLearnMoreCopyright?L59LaskeandAssociates,LLCSpecialistsinHumanCapitalMeasurementOttoE.LaskePhDPsyDFounder&Manager51MysticSt.WestMedford,MA02155,U.S.A.(781)391-2361oelaske@

Consultationonstrategichuman-resourcesmanagement,includingweb-basedsystemsDesignofCapabilityMetricsWhatgetsmeasured,getsmanagedLaskeandAssociates,LLCCons60通過能力與業(yè)務(wù)戰(zhàn)略匹配,強化CEO視角的人力資源價值

EnhancingHRValuetotheCEO:

StrategiesforMatchingStrategytoCapability通過能力與業(yè)務(wù)戰(zhàn)略匹配,強化CEO視角的人力資源價值

Enh61Thisseminartakesacomprehensive,systemicviewoftheorganizationanditsreadinessfor

intervention.Itaddressesthe‘peoplepowerparadox’:mostcompaniesseektheirfutureoutsideofthemselves,notintheirownpeople.Copyright?LaskeandAssociates,LLC,2002Thisseminartakesacomprehen62WorkshopObjectivesAttheconclusionofthisworkshop,participantswillbeableto: betterunderstandtherelationshipofstrategyandcapabilityseetheirownroleasHRDirectorinanew,proactivelight,asguarantorsofabalancebetweenstrategyandcapabilityadvisetheCEOonhowtoexpandcurrentHRevaluationlevelstomeasuringcapabilityunderlyingperformanceadvisetheCEOonhowtoimproveasssessingtherealismofcompanystrategyinlightofexistingcapabilitydiscusstheallotmentofcapabilityresourcesneededforfullyrealizingpresentstrategicobjectives.Copyright?LaskeandAssociates,LLC,2002WorkshopObjectivesAttheconc63AssumptionsofthisWorkshopAchievingstrategicobjectivesismorethaneverdependentonthecapabilityofindividualsandteamsMuchmorein-depthknowledgeabouthumancapabilityisavailableinsocialpsychologythanhassofarbeenappreciatedbyCEO’sandHRDirectorsWeneedtoopenawindowonnewandhighlystratetgicdatasourcesthatheightentherealismofstrategicdecisionmakingatthehighestlevelofmanagement(inparticular,aCapabilityMetric)WeaddressCEOsandHRDirectorsalike,focusingonhumancapability.Copyright?LaskeandAssociates,LLC,2002AssumptionsofthisWorkshopAc64WorkshopTopicsPartI:TheRelationofCompanyStrategyandWorkCapabilityPerformanceisbasedonCapabilityRelevanceofCapabilityintheStrategyMapPartII:BuildingandUsingaCapabilityMetricOpeningaTimeWindowonCapabilityHowCDREM?worksWhataCapabilityMetricTellsManagementPartIII:WrapUpBenefitsofCDREM?NewTasksoftheHRDirectorCaseStudyDeliverablesCopyright?LaskeandAssociates,LLC,2002WorkshopTopicsPartI:TheRel65PartI

CompanyStrategyand

WorkCapabilityCopyright?LaskeandAssociates,LLC,2002PartI

CompanyStrategyand

W66Performance

isBasedonCapabilityCopyright?LaskeandAssociates,LLC,2002Performance

isBasedonCapab67HumanStrategyRegardsWorkCapabilityCopyright?LaskeandAssociates,LLC,2002VisionBusinessStrategyOrganizationalStrategyHumanStrategy:CapabilityHumanStrategyRegardsWorkCa68YourHumanStrategyShouldbeGuidedbyInsightintoWorkCapabilityCopyright?LaskeandAssociates,LLC,2002Whenyouneedahigh-levelviewofhumanresourcesavailabletomeetstrategicobjectives,youneedtounderstandcurrentandfutureworkcapabilityYourHumanStrategyShouldbe69PerformanceIsAnalyzed

InTermsofWorkCapabilityActualworkperformanceisbasedonpersonalcapabilitytowork,anddiffersfrompersontoperson,teamtoteamFollowingElliottJaques(1994),wedistinguishandmeasurethreekindsofworkcapability:currentappliedcapabilitycurrentpotentialcapabilityfuturepotentialcapabilityResearchshowsthatpotentialcapabilitygrowsoverthelifespanalongpredictablematurationalpathwaysofself-andcomplexityawareness(Loevinger,1976;Kegan,1982;Laske,1999)Limitsof(currentandfuture)potentialcapabilitysetlimitstotrainingeffectiveness,andrequirelong-termremediation,re-structuring,oroutsourcingdecisions.opyright?LaskeandAssociates,LLCC,2002PerformanceIsAnalyzed

InTe70RelevanceofCapabilityintheStrategyMapAnybusinessmaybeseenascomposedoffourlayers:financialcustomerrelationsinternalbusinessprocesslearningandgrowth,orhumancapitalStrategicobjectivesinthefirstthreelayers,whenmappedintoLearningandGrowth,appearas‘HRdeliverables’RequisiteHRdeliverablesregardcapability,notjustperformanceHRor“LearningandGrowth”comprisestwosublayers:‘enablers’suchascompetence,teamsynergy,etc.,thatexecutestrategycapabilitiesthatunderlyenablers(sometimescalled‘meta-enablers’)andmeasurecapability.opyright?LaskeandAssociates,LLCC,2002RelevanceofCapabilityinthe71FiveDimensionsofaStrategyMap(adaptedfromBCSCollaborative,Inc.,2001)HumanCapitalEffectivenessHumanResourceEfficiencyShareholderValueFinancialPerspectiveCustomerPerspectiveInternalProcessPerspectiveLearning&GrowthPerspectiveCustomerSatisfactionEmployeeSatisfactionManageOperatingEfficiencyTwoTiersofLearningandGrowthCompetenciesStrategicAlignment/MotivationCulturalClimateTeamIntegrationLeadershipD