A
top-down approach is used
Set the human capital strategy first, then build a
comprehensive and integrated approach to deliver the
plan.
|
The
organization is capable of executing the Human Capital
Strategy
Full execution requires that the organization's structure, systems,
skills, and shared values are capable of producing
the desired result.
|
Customer
and shareholder satisfaction are the targets
Decades of research conclude that employee satisfaction
does not cause performance improvements. Rather, performance
improvements increase satisfaction. Make employees
successful and they will be happy.
|
Results,
not activities, are primary
It’s nice that a company has a robust suite
of leadership development programs (i.e., activities), but
what really matters is that leadership performance
improves year-over-year (i.e., results). Success must be
defined by results, not good programs/tools.
|
Key
positions are the primary focus
Key position performance improvements produce the
highest return on investment. These roles are most
critical for outperforming competitors. |
Change
plans are based on “good science”
There is plenty of research to take the guesswork
out of performance improvement strategies. Every company
needs a workforce performance improvement plan that objectively
improves performance.
|
Human
capital is measured and managed with the same discipline
as financial capital
If people truly are the most important variable in
company success, companies had better know if their
human capital is improving year-over-year. |
