HUMAN CAPITAL HUMAN CAPITAL MANAGEMENTMANAGEMENT

Presented By

NEERAV SHIVHARE

Human Capital Management – Human Capital Management – What it is ?What it is ? Human Capital =

The sum of a workforce’s skills, knowledge and experience

Human Capital Management = A strategic responsibility increasingly shared by

all an organisation’s leaders A strategic approach to marshalling, managing

and maintaining the human capital needed to maximise organisational performance.

H C M CornerstonesH C M Cornerstones

Leadership Commitment to HCM Role of HC Function

Strategic Human Capital Planning Integration and Alignment Data-driven HC Decisions

Acquiring, Developing and Retaining Talent Targeted Investment in People HC approaches tailored to meet organisational needs

Results-oriented Organisational Cultures Empowerment and Inclusiveness Performance linked to organisatioanl goals

H C M – Fundamental H C M – Fundamental PrinciplesPrinciples People are assets whose value can be enhanced

through investment. The goal is to maximise value while managing risk.

An organisation’s Human Capital approaches should be designed, implemented and assessed by the standard of how well they help the organisation achieve results and pursue its mission

Source: United States General Accounting Office – March 2002

So What is Different??So What is Different??

No longer the sole province of the HR Function Increasing shift from “talk” to “walk” for all

disciplines HR traditionally seen as a cost centre but is

increasingly being seen as a strategic partner The business realities:

Collaboration and teamwork at Executive Levels in organisations

Collective input to Corporate Strategy at senior levels Increasing multidisciplinary exposure The push towards ‘value-added’

HCM in Context – evolving HCM in Context – evolving realitiesrealities DISEASE / PANDEMICS / HIV-AIDS

Loss of productive capacity the dead the living

Cost of care Individual National (allocation of resources)

Impact on the young human capital (orphans) Replacement costs

FTAA and CSME Mobility Competition for scarce resources (loss and cost)

Imperatives for Action at all Imperatives for Action at all levelslevels Regional National Professional Discipline Organisational Managerial Individual – Family

HCM is a societal issue manifesting itself and creating a mandate for action in all spheres

Revisiting HCM Revisiting HCM CornerstonesCornerstones

Leadership Commitment to HCM Role of the HC Function

Revisiting HCM Revisiting HCM CornerstonesCornerstones Strategic Human Capital Planning

Integration and Alignment Data-drive Human Capital Decisions

Staying alert and constantly checking

Utilising a Strategic Thinking Framework What’s happening? (exploring perspectives) What does it mean? (discerning significance) What might we do? (envisioning possibilities)

Revisiting HCM Revisiting HCM CornerstonesCornerstones Acquiring, Developing, Retaining Talent

Targeted investment in people HC approaches tailored to meet organisational needs

Conversations about “win-win” development Profitability of the “human spirit”

Creative action at critical leverage points Identifying key issues Connecting with “touchstone” people

Revisiting HCM Revisiting HCM CornerstonesCornerstones Results-Oriented Organisational Cultures

Empowerment and Inclusiveness Performance linked to goals

Creating Architecture Freedom within Frameworks Expectations and consequences

Empowerment Choice Competence Meaningfulness Progress

The Way ForwardThe Way Forward

Let us take our professional Let us take our professional leadership responsibility, leadership responsibility, guided by our personal guided by our personal understanding and commitment understanding and commitment and make a difference in the and make a difference in the way we manage our Human way we manage our Human Capital across the region!!Capital across the region!!

Our future, our organisations, Our future, our organisations, our people need our action!!our people need our action!!

!!!=THANK YOU =!!!!!!=THANK YOU =!!!