Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

scholarly journals Building organizational resilience through human capital management strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephanie Douglas
Keyword(s):  
Human Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Organizational Level ◽  
Organizational Resilience ◽  
Capital Management ◽  
Human Capital Management ◽  
Capability Development ◽  
Content Type

Purpose This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience. Design/methodology/approach A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience. Findings Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented. Originality/value This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.

Secrets to success: human capital management strategy

2018 ◽  
Vol 17 (4) ◽  
pp. 170-175 ◽  
Author(s):  
Elissa Tucker
Keyword(s):  
Human Capital ◽  
Best Practices ◽  
Best Practice ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Learning Retention ◽  
Business Results ◽  
Hr Function ◽  
Workforce Performance

Purpose The purpose of this paper is to detail four elements that drive human capital management (HCM) strategies that get business results. Design/methodology/approach Analysis of APQC’s Open Standards Benchmarking® data and human capital management best practices case studies reveals how to establish the groundwork and successfully execute an HCM strategy. Findings A successful HCM strategy requires specific groundwork and execution to support workforce performance. In terms of groundwork, HR must display strategic competence and business insight. Then, HR must establish a solid implementation infrastructure and follow-up with a comprehensive results assessment. Originality/value Many HR professionals understand what needs to go into an HCM plan for compensation and benefits, long-term workforce strategy, succession, diversity, learning, retention and HR technology updates and upgrades. This paper details how best-practice organizations successfully build and implement such plans and what tangible results an HR function can expect from adopting the four detailed best practices.

Managers’ unexpected view of the future

2017 ◽  
Vol 25 (6) ◽  
pp. 16-18
Keyword(s):  
Leadership Development ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Pertinent Information ◽  
And Training ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Findings show that top managers do not very actively consider either leadership or leadership development (LD) when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centered. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Proposing a hybrid method based on DEA and ANP for ranking organizational units and prioritizing human capital management drivers

2016 ◽  
Vol 11 (1) ◽  
pp. 213-239 ◽  
Author(s):  
Mohammad Mehdi Tavakoli ◽  
Hadi Shirouyehzad ◽  
Reza Dabestani
Keyword(s):  
Human Capital ◽  
Hybrid Method ◽  
Analytic Network Process ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Dea Model ◽  
Efficiency Measures ◽  
Network Process ◽  
Dea Efficiency

Purpose – The purpose of this study is to present a hybrid analytic network process (ANP) and data envelopment analysis (DEA) method for ranking organizational units as well as prioritizing organization’s human capital management criteria. Design/methodology/approach – In the proposed DEA model, human capital management criteria are considered as the inputs and organizational commitment considered as the output of DEA model. Afterward, the organizational unit’s efficiency and the weight of human capital management criteria are evaluated through DEA and the data are considered as the basis of ANP model. Findings – The results of prioritizing the drivers of human capital management were showed that leadership practices, human capital management and learning capacity are the most important ones. Also, the findings proved that the proposed integrated DEA/ANP can be helpful in managerial issues. Research limitations/implications – Filling the super-matrix and designing the questionnaire of ANP have always been the challenge of scholars because of the large number of data it requires. One of the main advantages of the proposed hybrid method in this research is that it resolves the above-mentioned problem of ANP. Practical implications – The results of the proposed method may provide managers this opportunity to better analyze the condition of organizational units from human capital management perspective and focus on the most important activities in this context. Moreover, the proposed hybrid method can help scholars to better use both DEA and ANP techniques and obtain more reliable findings. Originality/value – In this study, DEA efficiency measures of units, and the weights of inputs and outputs of DEA model are used to fill the super-matrix of ANP. In addition to having a logical approach, this method provides more reliable results and enjoys the advantages of both ANP and DEA techniques.

Human Capital Management in organization of the future

2013 ◽  
Vol 8 (1) ◽  
pp. 127-143
Author(s):  
Wiesław HARASIM ◽  
Jacek DZIWULSKI
Keyword(s):  
Human Capital ◽  
Capital Management ◽  
Human Capital Management ◽  
The Future

scholarly journals Human Capital Management: The German Way

2007 ◽  
Vol 21 (3) ◽  
pp. 295-321 ◽  
Author(s):  
Volker Stein
Keyword(s):  
Human Capital ◽  
Present Article ◽  
State Of The Art ◽  
Frame Of Reference ◽  
Future Perspectives ◽  
Capital Management ◽  
Human Capital Management ◽  
German State ◽  
The Past ◽  
The Future

The German discourse on Human Capital Management (HCM) has a long history which resulted in the manifoldness of notions connected with HCM. The exact specification of the meaning of HCM basically depends on the frame of reference used: the frame of the past, of the present or of the future. The present article which concentrates on the German aspects of the HCM debate is aimed at systematizing this discourse by outlining the past and present HCM development in Germany as well as its future perspectives. It will result in a synoptic view, summing up the German state-of-the-art HCM.

Deloitte University develops the leaders of the future

2014 ◽  
Vol 22 (3) ◽  
pp. 4-6 ◽  
Keyword(s):  
Leadership Development ◽  
Middle East ◽  
Design Methodology ◽  
Social Implications ◽  
Content Type ◽  
Wide Range ◽  
The Future ◽  
Future Leaders ◽  
Global Company ◽  
Practical Implications

Purpose – The purpose of this study is to observes how global financial consultancy Deloitte is training its future leaders. Design/methodology/approach – The background to the various programs, the form they take and the results they are achieving have been explained. Findings – This study describes the functioning of Deloitte University in Texas, USA, and explains that a similar institution recently opened in Belgium for prospective Deloitte managers from Europe, the Middle East and Africa. In addition, it reveals how coaching works at Deloitte and details a number of programs aimed at increasing the chances of women and people from ethnic and other minorities to reach the top jobs. Practical implications – The fact that competition for talent in the coming years will be challenging has been emphasized and that Deloitte University helps the organization to attract and retain talent by distinguishing the company from its competitors. Social implications – This study reveals that Deloitte is keen to develop leaders of the future from a wide range of backgrounds. Originality/value – A range of leadership development initiatives at a key global company has been detailed.

Competitive vs coopetitive strategies: lessons from professional sport leagues

2018 ◽  
Vol 39 (2) ◽  
pp. 12-21 ◽  
Author(s):  
François Fulconis ◽  
Jean Nollet ◽  
Gilles Paché
Keyword(s):  
Human Capital ◽  
North America ◽  
North American ◽  
Major Elements ◽  
Professional Sport ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The North ◽  
Long Run

Purpose Over the past decades, analyses of the functioning of professional sport leagues have been done from various angles: economic, financial and sociological; in some cases, comparisons were made between North-American and European leagues. The purpose of this paper is to look at this reality from a different angle, i.e. human capital management, by showing how different the models from both continents are. Design/methodology/approach Based on an identification of the major elements associated to human capital management in professional sport leagues in North America and Europe, this paper compares competitive and coopetitive strategies using an original framework based on consortium sourcing and pooling dimensions. Findings The paper underlines the benefits that North-American professional sport leagues get from acquiring players using a consortium sourcing perspective (coopetition). In Europe, the most powerful clubs use their financial resources to get the best players; as a result, it is always the same clubs with get the best results (competition). In the long run, the European approach might result in less attractiveness to TV viewers, and less revenues for TV networks. Originality/value This paper helps to understand the differences between professional sport leagues in North America and Europe; it also discusses the risk associated to the adoption, without any adjustment in the human capital management, in Europe of the North-American model based on a coopetitive perspective. This dimension is seldom mentioned in articles dealing with professional sport leagues.

Human Capital Management and Optimization

2012 ◽  
pp. 1023-1034
Author(s):  
Jürgen Mühlbacher
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Recent Work ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Development ◽  
Further Education ◽  
Capital Management ◽  
Human Capital Management ◽  
The Future

Recent work in human resource development emphasises the fact that individual skills are strongly oriented towards the future. They enable a person to tackle upcoming challenges in a self-organised manner. So both the current requirements and the skills necessary in the future have to be seen as a strategic competitive advantage for the company. This change in perspective makes it possible to use further education as a strategic instrument of management development.

A chief HR officer’s perspective on talent management

2017 ◽  
Vol 4 (4) ◽  
pp. 379-383 ◽  
Author(s):  
Lucien Alziari
Keyword(s):  
Human Capital ◽  
Business Models ◽  
Talent Management ◽  
Organizational Capabilities ◽  
Core Beliefs ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Decision Logic ◽  
World Class

Purpose The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility. Design/methodology/approach The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of talent management: notions of human capital management; questions about whether talent is generic or not; distinctions between talent management and HRM; decisions about who makes decisions about talent management; and moments of truth. It uses the case setting of Maersk to illustrate these beliefs and position the preferred conduct of talent management against them. Findings Organizations make distinctions between where good (not average) is “good enough” and where they need world-class talent to drive true competitive advantage. This capability perspective results in three different clusters of effort in terms of talent management. They manage investments so that they do not over-invest in less critical capabilities but can marshal scarce resources in areas where they need to be world class. Practical implications What is defined as talent in one setting might not be so in others. Strategies define capabilities and capabilities define talent. Attention must be given to all the other processes that support the deployment of talent to build specific organizational capabilities. As talent decisions are made by business leaders there needs to be a common mindset and decision-making logic for them to use. The 9 Box model is one such logic. Adopting any decision logic does not denote the outcome, rather it is how companies use the tool that determines the output. Originality/value The paper positions talent management within the strategic management discipline of business models and analysis of how organizations need to compete. It uses an industrial setting and professional experience base to link talent management to the wider management of organizational capabilities.

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