Strategic Human Capital Insights

It's never too early to start managing people, your most important asset.

Startups, by their very nature, are fast-paced and change continually. Every person in every role will make a critical, strategic difference. There is no room for error, nowhere to hide, and no place for people who are stagnating. Given the recent research stating that the shelf life of knowledge and skills is 2.5 years, think about the impact that scenario can have on lean startup operations. How quickly can robust human capital become obsolete? Through a rigorous, business-focused assessment system, startup companies can quickly and accurately assess their human capital in terms of productivity percentages, value creation, stagnation and erosion, and positive, neutral, and negative trends. How would an investor evaluate a startup for investment potential when seen through those lenses?

Is There a Difference Between Delegation and Dumping?

Helping employees become more productive is often associated with del­egation. So, let’s take a journey into ‘delegation land.’ We often outline what the person needs to do, tell them to do it, and naively call it dele­gation. The art of delegation is one of the most challenging and complex tasks a manager can perform. It is the most critical managerial task for the organization, and yet it eludes most managers. Why? Because it is a multi-step process that requires assessment, execution on the part of two people, accountability, and the genuine investment of time. The most common manager response to delegating is, ‘I can do it faster myself.’ Haven’t we all said that? In reality, under the delegation banner, we have proper delegation, over delegation, under delegation, micro delegation, and dumping. Let’s focus on the last category – dumping!

There is an essential distinction between proper delegation and the others. The problem arises when the manager assumes that the dele­gation has occurred by just telling the employee to do something, and the employee is fully accountable. This could not be further from the truth. In reality, dumping has taken place. 

Here are four critical challenges the manager must initiate to avoid dumping and develop the management skill of delegation.

The central operating principle for PSP is the strategic organizational alignment of human capital to business outcomes. Therefore, all PSP Institute learning and development is business-driven.  The PSP Institute provides human capital development that is aligned with and responsive to organizational business needs.  Since our learning and development are targeted, results are time-efficient and performance-effective.  Our approach is:

• Targeted, highly focused, and individually relevant
• Delivered in a short, highly efficient format
• Designed with immediately actionable information to implement

This is a guest blog post from May Busch.  May Busch, former COO of Morgan Stanley Europe, brings a fresh perspective to helping people and organizations lead positive change.  Learn more at www.maybusch.com. 

Welcome to Part 2 of the 10-Point Guide I’ve developed to help you make 2015 your best year yet.  The Guide is structured in two parts: 

• Part 1: A “Look Back” at 2014
• Part 2: A “Look Forward” to the rest of 2015, which we cover this week 
  
  

Part 2 - Look Forward: Now it’s time to focus on the year ahead, and build on the takeaways from your “Look Back”.   This is a combination of “dream big” time and getting down to the “nitty gritty” of what you want to make happen for yourself.  Both are valuable and necessary to getting you where you want to be.

Welcome to the 10-Point Guide to help you have your best year yet. The Guide is structured in two parts: 

• Part 1:  A “Look Back” 
• Part 2:  A “Look Forward” (covered in the next blog)

All you need is some quiet time, a few sheets of paper (or a journal), something to write with, and your calendar from last year if you keep one. Then, go through the questions in the 10 Points with as much honesty and compassion for yourself as possible.

It’s up to you, but I find that keeping it brief by using lists and bullet points allows me to capture my thoughts at the moment while also making it easier to review/make sense of them later.

Recently, organizations have had to adapt to a new operating environment in response to the pandemic. As you think about how you have had to adapt by instituting remote work, extended sick leave, and complying with new regulations, think about how these changes may have impacted your organization's health. 

It would not be unusual for your organization to have reverted to Maslow’s survival mode. And even though you may think that everything is OK, take a candid look at how you would rate the current organizational health of your group, division, or company. And as you look to the future, how do you plan for an organizationally healthy group that starts healthy and stays healthy throughout the year? And, if you need to repair some organizational health issues, what will you do?

What do we mean by organizational health? Health is a relatively simple concept. On a personal level, we use many terms to describe health. The positive terms are robust, energetic, improving, strong, and vibrant. On the less than positive side, the terms are lethargic, sick, failing, deteriorating, and declining. These same terms apply to organizational groups. That's why the term organizational health resonates with managers. It reflects the total dynamic impact of all the individuals' interactions and contributions within each group.  

What should you do to assess the organizational health of your group?
(Keep in mind that your managerial mindset needs to be totally objective & completely honest.)

Here is a 3-part checklist that may help you evaluate, build, and sustain organizational health.

When an organization is going through change (however it is initiated), its ability to strategically leverage Learning & Development (L&D) to accelerate the business through the cycle of change can be a key, strategic differentiator.

Employees who feel satisfied and successful are more engaged and perform at a higher level. This final stage of satisfaction and success is rarely achieved automatically without deliberate planning, action, and accountability.

Accelerating through the change cycle can move an organization to peak performance faster.

This blog was co-authored by Joanne Flynn, Jim Bosserman, and Debbie Gower.  This article combines perspectives and research from three strategic performance and learning and development professionals.

Part 5 – Learning & Development Series

“In the end, we expect our people capability to improve and our results to be better.” - said David Novak, CEO of YUM! Brands

How many other leaders have utilized learning to improve the performance of their business as effectively as David Novak? It is our observation that while many have utilized learning as a catalyst for improving business results, there are other leaders who, in looking back, would observe that they wished they had spent more time and effort on improving the capability of their workforce. 

In this case study, the role of learning and development (L&D) varied through the four transformations, and the business results were dramatically different.  It’s not uncommon for businesses to be distracted and forget about the power of learning to help improve performance and accelerate the pace of change of the business and its people.