Human Capital Management Process Based on Information Technology Models and Governance

2010 ◽  
Vol 1 (1) ◽  
pp. 44-60 ◽  
Author(s):  
Darko Galinec
Keyword(s):  
Human Capital ◽  
Business Process ◽  
Information Support ◽  
Management Process ◽  
Capital Management ◽  
Human Capital Management ◽  
Process Change ◽  
High Quality Information

Human capital management (HCM) inside large systems is very complex and demanding, to achieve successful accomplishment high quality information support is necessary. There are many cases where human capital management process is not conducted in a satisfactory way. Key decisions usually come late, very often because of impossibility to consider a problem in its entirety. The cause of it usually lies in weakness and understatement of the human capital management itself and in this connection data management is not given adequate consideration. Data originating from inside and outside sources within information system (IS) are not integrated in a way which will provide an optimal use. In this connection, this article examines possibilities to innovate the entire human capital management process through the integration of respective data. Data warehousing (DW) possibilities and position within the integral business intelligence (BI) concept are noted as a first step towards its realization. In this article the necessity to innovate and promote permanently the quality of human capital management process is considered; the main features of the process are given as well. Business process innovation (BPI) as a systematic approach with a view to achieve significant business process change is presented; its connection with data aspect of IS is given too. According to the research of this article, HCM BPI is achieved by the data integration within existing IS. DW model intended for HCM has been elaborated as a solution which will innovate the process itself. The position and the role of DW within entire BI organization concept have been established as well. Finally, the benefits achieved by the research are explained.

Human Capital Management Process Based on Information Technology Models and Governance

2012 ◽  
pp. 15-31
Author(s):  
Darko Galinec
Keyword(s):  
Human Capital ◽  
Business Process ◽  
Information Support ◽  
Management Process ◽  
Capital Management ◽  
Human Capital Management ◽  
High Quality Information ◽  
Large Systems

Human capital management (HCM) inside large systems is very complex and demanding, to achieve successful accomplishment high quality information support is necessary. There are many cases where human capital management process is not conducted in a satisfactory way. Key decisions usually come late, very often because of impossibility to consider a problem in its entirety. The cause of it usually lies in weakness and understatement of the human capital management itself and in this connection data management is not given adequate consideration. Data originating from inside and outside sources within information system (IS) are not integrated in a way which will provide an optimal use. In this connection, this paper examines possibilities to innovate the entire human capital management process through the integration of respective data. Data warehousing (DW) possibilities and position within the integral business intelligence (BI) concept are noted as a first step towards its realization. In this paper the necessity to innovate and promote permanently the quality of human capital management process is considered; the main features of the process are given as well. Business process innovation (BPI) as a systematic approach with a view to achieve significant business process change is presented; its connection with data aspect of IS is given too. According to the research of this paper, HCM BPI is achieved by the data integration within existing IS. DW model intended for HCM has been elaborated as a solution which will innovate the process itself. The position and the role of DW within entire BI organization concept have been established as well. Finally, the benefits achieved by the research are explained.

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.

scholarly journals Assessment of the Human Capital of an Enterprise and its Management in the Context of the Digital Transformation of the Economy

2021 ◽  
Vol 20 (4) ◽  
pp. 666-700
Author(s):  
E.V. Orlova ◽  
Keyword(s):  
Professional Development ◽  
Human Capital ◽  
Labor Productivity ◽  
Productivity Growth ◽  
Digital Transformation ◽  
Capital Management ◽  
Human Capital Management ◽  
Health Quality ◽  
A Company

Current technological development amid the fourth industrial revolution inevitably changes the nature and conditions of work. The quality of human capital constitutes a significant contribution not only to labor productivity growth, but also contributes to the growth of social connections, loyalty and trust by employees. It increases the market share and the competitiveness of products. Consequently, the problem associated with improving the quality of human capital as the most important productive resource of a company is relevant, timely, socially and economically significant. The aim of the study is to develop a technology for human capital management based on a new methodology for assessing human capital and a scheme for the formation of individual trajectories of professional development, ensuring an increase in the quality of human capital and an increase in the company's efficiency. The proposed method for assessing human capital is designed to identify the digital twin of an employee and takes into account such traditional characteristics as age, education, professional experience and competencies, as well as additional characteristics - social status, health quality, inter-professional competencies, motivation and involvement, and provides a comprehensive assessment of human capital in enterprises in the course of digital transformation. Based on the results of the assessment of human capital, management decisions are developed for the individual trajectories of professional development design, aimed at increasing labor productivity and contributing to the companies’ operational efficiency growth. Experimental studies have been carried out on the use of the proposed technology for human capital management based on the data of a large oil-producing enterprise in the Republic of Bashkortostan. It is shown that the introduction of individual trajectories of professional development makes it possible to increase labor productivity by 6–7 % in the next 2–3 years, the company's revenue by 5–7 % and profit by 2 %. The theoretical significance of the results is concerned with the identified features of the human capital of a company associated with the health quality, the development of interdisciplinary knowledge, skills and abilities, motivation and involvement which should be taken into account during the process of assessment. The developed technology provides support for making managerial decisions for working out individual trajectories of employees’ development. The practical outcome of the study is the methods for human capital assessment and its development, which ensure the labor productivity growth, companies’ revenue and profit increase with minimal cost.

The Role of Human Capital Management in Enhancing Engagement and Retention Among Top Talent in Organization: A Critical Literature Revie

2016 ◽  
Vol 4 (4) ◽  
pp. 54
Author(s):  
Roshidi Hassan
Keyword(s):  
Human Capital ◽  
Performance Appraisal ◽  
Development Program ◽  
Capital Management ◽  
Human Capital Management ◽  
Continuous Training ◽  
Vital Component ◽  
The Many ◽  
Reward And Recognition

In this challenging global economic, organizations are fighting in the war of talent to remain competitive. It is no doubt that the role of human capital management (HCM) is the upmost important for organization and there are many aspects of HCM that can be applied and used by human capital practitioners. On the other hand, the organization needs to understand the many aspects of HCM and try to link it in order to make employees engage and retain in the organization especially the top talent. Employees who are engaged are said to become more committed to the organization and thus build some emotional link between the employees and employer, which in turn lead to retention. Detailed literature review was undertaken to explore the role of HCM in enhancing engagement and retention among the top talent.  Through the literatures reviewed, it was found that several HCM practices such as creating great work environment, encouraging positive discretionary behaviour, and competitive reward and recognition had actually help in enhancing employee’s engagement. While some HCM practices also such as equitable reward package, continuous training and development program, and fair performance appraisal significantly contributed to employee’s retention. Hence, this paper will focuses on discussing the role of HCM as a vital component to enhance engagement and retention of top talent based on findings and suggestions from reviewing the vast literatures.

scholarly journals IT Branch – Challenges for Human Capital Management

2019 ◽  
Vol 52 (2) ◽  
pp. 83-95
Author(s):  
Beata Krawczyk-Bryłka
Keyword(s):  
Human Capital ◽  
Management Styles ◽  
Selection Methods ◽  
Capital Management ◽  
It Professionals ◽  
Human Capital Management ◽  
It Industry ◽  
Factors Affecting ◽  
Recruitment And Selection

The article concerns the processes of human capital management in companies from the IT sector, where the greatest challenges concern two areas: employment and retention of IT specialists. HR departments providing services in IT companies outdo each other in applying solutions to acquire and motivate competent IT professionals to work for the company. The main goal of the article is to present recruitment and motivation practices in IT sector on the example of two selected companies. The comparison of the organizational culture, recruitment and selection methods, the management styles and the role of HR departments, as well as development practices was made. The results were presented in the context of factors affecting the IT industry characteristics, such as globalization, virtualization and competitiveness of the labour market.

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