Human Capital Strategy
This is an excerpt from the paper...
Human resources (HR) departments are undergoing a transformation in the 21st century, from entities that viewed people as being a cost to the organization to entities that recognize people as an asset to the organization. People are the brains, the talent, the knowledge, and the creativity of an organization. They represent all of the things that make it irreplaceably unique in the marketplace. No two people are alike, and no two backgrounds are identical, so each person brings to the table a skill set, perceptions, and knowledge that enrich the diversity of the organization and add to its value qualities that cannot be obtained anywhere else. Furthermore, the synergy of the combined talents and interactions of many such people working together becomes a dynamo within an organization, generating fresh ideas, high productivity, and a competitive business advantage that cannot be duplicated. An organizationÆs people are its greatest treasure, and todayÆs savvy organization protects its treasure by improving its workplace, investing in its people, and engaging its workers. The days when people were simply viewed as so many warm bodies represented by timecards are over; today, the inherent value of people is revealed in the new valuation of employees as ôhuman capital.öMaking the transition from the old paradigm, in which people were considered a necessary and costly liability, to the new paradigm where they are considered a valuable res
. . .
it engages in gender discrimination against women, demands long hours for low pay, and fails to provide work breaks as stipulated by law, so it is a prime candidate for a human capital makeover. A cross-section of employees from every level in the organization would be interviewed and asked to complete a survey indicating their perception of human capital practices. The most informative questions are essay questions, because they can elicit detail; the easiest to assess and quantify are multiple-choice or true-false questions, however. Therefore, a mix of questions provides the best possible coverage for an accurate and representative human capital diagnosis. Typical questions would be such inquiries as ôDo you feel that Wal-MartÆs work environment makes it easy for you to do your job well? If not, why not?ö The employee can answer this question with a yes or no, but is still invited to elaborate further if desired. The employees might also be asked, ôAre women given the same pay and benefits as men in the same types of jobs?ö and ôHas your Wal-Mart supervisor ever asked you to work overtime without clocking in?ö The employees would be asked to complete the survey immediately prior to their interview to prevent their disc
. . .
Some common words found in the essay are:
Beliefsö Wal-MartÆs, Lead Strategyö, Heifetz Laurie, Capital Strategy, Environments Human, Introduction Human, Capital Management, Measurementö Managing, Wal-Mart Xerox, Capital Measurementö, human capital, capital strategy, human capital management, capital management, human capital strategy, western cape, customer service, ôhuman capital, capital strategy western, ôhuman capital strategy, strategy western, lead strategyö, cape wced, wced lead, strategy western cape,
Approximate Word count = 10060
Approximate Pages = 40 (250 words per page)
More Essays on Human Capital Strategy
|
Customer Service
to Over
32,000 Professionally Written Papers!!!
