|
Focus is on: |
| Issues awareness |
Satisfaction, morale, pay, job security, and other employee relations issues |
Employee commitment, engagement, and their drivers |
All three human capital components: engagement, alignment, commitment, and their drivers/enablers |
| Linked to: |
| No linkage |
Limited employee relations outcomes |
Employee engagement, turnover, performance |
Customers, operations, and business outcomes |
| Action aimed at: |
| Low action |
Corporate HR initiatives to improve morale, stem turnover |
Issues, skill, or HR processes that influence employee commitment, engagement, or turnover |
Human capital effectiveness (enterprise and division level) |
| Management commitment: |
| Low |
Often low or narrowly focused |
Varies across levels and functions; greater emphasis on middle management or unit themes |
Strong leadership ownership and action; high middle management involvement |
| Resource allocation: |
| Few resources allocated to address issues |
Follow up resources (time and funding) targeted defensively |
Follow up resources targeted tactically |
Follow up resources targeted strategically |
| Basic assumption: |
| “It’s better to know than not.” |
“Happy employees produce good things.” |
“Surveys help us improve people and people processes.” |
“Human Capital Management is the critical strategic challenge.” |
