如何强化CEO视角的人力资源价值.pptx

通过能力与业务战略匹配,CEO视角的人力资源价值Enhancing HR Value to the CEO: Strategies for Matching Strategy to Capability;This seminar takes a comprehensive, systemic view of the organization and its readiness forintervention. It addresses the ‘people power paradox’: most companies seek their future outside of themselves, not in their own people.;Workshop Objectives;Assumptions of this Workshop;Workshop Topics;Part ICompany Strategy andWork Capability;Performance is Based on Capability;Human Strategy Regards Work Capability;Your Human Strategy Should be Guided by Insight into Work Capability;Performance Is Analyzed In Terms of Work Capability;Relevance of Capability in the Strategy Map;Five Dimensions of a Strategy Map;Impact of Capability on Performance;To improve the short- as well as long-term realism of company strategy, we need to expand the number of HR evaluation levels. By doing so, we take into account a company’s actual work capabilities that determine its level of current and future performance.;Expanding HR Evaluation Levels;Part II:Building and Using a Capability Metric;Opening a Time Window on Work Capability;Capability Evolves in Time;Assessing Work Capability with CDREM?;Three Kinds of Work Capability (adapted from E. Jaques, 1994, p. 7);Definition of Different Kinds of Capability(researched by Jaques, Kegan, Basseches, Laske, 1955-2000);Index Variables, Current Applied Capability;Capability Potential Detailed;Capability Is Measured in Three Time Dimensions;Capability Index for Leadership;How CDREM? Works;Steps Toward Building a Capability Metric;Definitions;Steps in Building a Capability Metric;How to Define a Representative Sample;Structuring a Representative Sample;Indexes and Their Capability Standards;Capability Indexes are Composed of Meta-Enablers Measuring Capability Levels;Example: Variables of a Leadership and Change Flexibility Index;Current and Near-Future Capability Standards;Far-Future Capability Standards;What a Capability Metric T