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Human capital analytics is not about big or better data, is about better analytics. It is about asking the right questions, and driving towards the right answers. By investing in human capital analytics, the management sends a definite signal – performance matters. Reshaping the HR Role Ultimately, this is about reshaping the HR role. May 03, 2017 Role play, videos, value creation framework. The video review was very powerful for changing my bad behaviours, excellent! While intense, the course was very enjoyable. Much learning and application. I liked the role participation, applying lessons learnt with the client side negotiations.
Engineer, management consultant and “father” of the Total Quality Management Movement (TQM) W. Edwards Deming famously stated that, “The problem with business is that it is afraid of dealing with the business of people.”
Years before Deming’s masterful comment, early 20 century business titans like Henry Ford complained about the nuisance of the “human element” in business when he said, “Why is it when I need a pair of hands I have to get the whole man?” Messy, stuff these emotions and needs that come along with every employee.
Back in Ford’s day, little was understood or considered about the human dynamics of workers. Modern psychology was still in the nascent stage. Modern theories of management, evolved over the 20 century were influenced by early theories from people like German sociologist Max Weber, author of The Protestant Ethic and the Spirit of Capitalism. Weber’s theory focused on work rules governed by hierarchical structures, task performance and impersonal relationships.
How much has really changed in the formal and informal structures that drive business today? While many business leaders (and their employees) understand that the landscape of work is in the midst of massive change, many still cling to the fossilized thinking that keeps us from recognizing the importance of human dynamics.
It’s still not uncommon for business leaders to question whether emotions are an asset or liability in the workplace - as if they could be excised during the performance of work tasks. These beliefs speak to a fundamental lack of knowledge of the science-based data about human behavior that’s emerged in the past three decades.
The engine that drives business is still organized almost exclusively around profit and power relations, often to the exclusion of the resilient yet fragile internal life of the workers on which it relies. While the rhetoric of many organizations has changed in recent years to acknowledge the unique value of employee talents and skills, many employees simply do not experience it – and more important – believe it.
What Business Says It Needs
Every business leader will tell you that what’s needed to survive the complex and demanding terrain of the new workplace are employees who are resilient, creative, self-directed and collaborative. But even though there is consensus on what’s needed, many leaders still lack a basic understanding of how to create the climate that fosters these feelings and qualities.
Many leaders and organizations still show a remarkable lack of interest in the “human side” of their business. Human dynamics – the psychology of what makes individuals and groups “tick”- are still regarded as outside the scope of business or a luxury that can’t be afforded.
Many workers arrive in today’s workplace with significant technical or professional proficiencies and a general lack of understanding of interpersonal dynamics. But these workers are still expected to navigate rapidly changing technological and economic environments, adapt to global marketplaces and manage multi-cultural relations with limited skills.
Old ideas prevail about what influences human behavior. Performance is still largely seen and managed through outdated top-down models. The old belief that the personal life is separate from business is the dominant modus operandi of most business systems.
The challenges and complexities of re-inventing the way we work may seem daunting, even impossible. Dss dark image preview download. As a culture we’re in the in-between of the old ways of knowing and doing things and a future that is unfolding with the lenses still out of focus.
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One thing we can agree on – the old ways are not working. Human beings aren’t widgets, feelings aren’t expendable and employees can’t do the work of a new century with the old, tired thinking of the last. Every single large-scale poll shows that employee disengagement is at an all-time high – with no signs of abating.
Business isn’t simply about task execution. People’s lives don’t function in quarterly chunks. If we truly believe that the future of business is predicated on vibrant, successful work relationships – we’ve got to put learning more about our own human dynamics and those of our co-workers at the top of the required learning list.
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George Altman is an Executive Coach, Organizational Development Consultant and founding Partner at Intentional Communication Consultants.George is also a senior leader and course developer for the American Management Associat
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