PRESENTS. 5 th EDITION. 19 th AUGUST, MUMBAI

Transcription

1 PRESENTS 5 th EDITION 19 th AUGUST, MUMBAI

2 HR CONCLAVE JOURNEY 2015 UNRAVELLING HR DILEMMAS 2016 FUTURE BLUEPRINT OF HUMAN CAPITAL

3 HUMAN CAPITAL THE THEME THE KINGMAKER RELATIONSHIP CAPITAL THE HOMEMAKER ANATO M IZ ING TH E NE BU L A O F INTANGIBLE C APITAL Analyzing in detail the ambiguity of managing intangible capital, the s ource of competitive advantage INTELLECTUAL CAPITAL THE TEACHER STRUCTURAL CAPITAL THE ARCHITECT

4 Anatomizing the Nebula of Intangible Capital Companies systematically outperform their competitors and maintain a position of leadership for long periods of time despite persistent competition and a changing business landscape. The source of this competitive advantage is the pool of intangible capital within an organization. Intangible capital provides the organization with a competency which is not easily replicable or can be understood and copied in short periods of time. Measurement of intangible capital is a difficult process and its direct impact on the business can only be speculated and hypothesized. The understanding of the potential of intangible capital leads to leveraging the power of the human mind and relationships to produce exemplary results and outcomes. However, the nuances of intangible capital are still abstract. The nebula of intangible capital is affected by the contextual variables of the phase of the organization, the strategy of the organization, the exposure to technology, the structure of the organization and other social and environmental factors. Dissecting the parameters of intangible capital leads to a unique competitive advantage that helps the organization uncover its strengths existing in the form of human, intellectual and relationship assets. There are many facets of intangible capital. All of them combine and concoct to form the inventory of competitive advantage.

5 Session 1 Human Capital (The Kingmaker) This session will focus on the role of HR in talent acquisition which will cover aspects of applicant experience where the first point of contact with the organization is looked into and improved upon, talent mapping and designing careers for the employees. It will take into consideration talent planning, talent attraction, talent selection and finally talent assimilation. Topics like aspiration mapping portals to tenure prediction portals, etc. can be covered in this sub-theme.

6 Session 2 Intellectual Capital (The Teacher) This session will focus on learning and development. HR has the role of providingemployees training which will be necessary for successful facilitation of the current joband development which will contribute to their overall growth on a functional and abehavioral front. An organization needs to perform a training needs analysis andincorporate adult learning principles in their training content. The session will alsoincorporate aspects of coaching, mentoring, shadowing and action learning to helpemployees learn beyond the scope of their job. Classroom training in designatedtraining centers, on the job training and e-learning modules are some of the topicswhich can be discussed from the lens of different organizations.

7 Session 3 Relationship Capital (The Home Maker) This post lunch session will be on a discussion about employee engagement, employee alignment and percolation of the organization culture. The focus areas will be deriving a perceived meaning of the job, receiving recognition for good performance and regular feedback to increase the quantum of association with the organization, increasing invaluable interaction with peers, superiors and subordinates by reducing the distance of communication and deriving a perceived sense of freedom and autonomy. It will also focus on relational returns in the form of total rewards pie and compensation strategies. Topics which can be included include design thinking, appreciative inquiry, use of infrastructure and other resources to encourage engagement, etc.

8 Session 4 Structural Capital (The Architect) Structural capital defines how task allocation, coordination and supervision are directed toward the achievement of organizational aims. Organizational structure determines which individuals get to participate in which decision making process and to what extent the intellectual inventory of the human capital shapes the organization s action. The session will focus on the effect of centralization, formalization and complexity in the decision making outlines and the allocation of responsibility in an organization. It will also focus on the implicit and explicit institution rules and the metric of leverage provided by structural capital.

9 THANK YOU!