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The Human Capital Manifesto Cheat Sheet by

New ways to looking at employees
capital     human     manifesto

Introd­uction

We believe that employees should no longer be considered as resources but as value contri­butor’s in their own right. Human Resources (HR) should accord­ingly be re-named Human Capital (HC) and like other forms of capital should be monitored and valued as part of the organi­sat­ion’s total value.

Principles

Stra­tegy
We believe HC should sit at the board table and help set strategy. HC believe that people are the key drivers of value in any organi­sation. Developing people and developing the organi­sation go hand in hand. You can’t do one without the other.

Comm­erc­ial
We believe HC have to be commer­cial. This means unders­tanding how the organi­sation makes money and spends its money. It means unders­tanding the key metrics that the organi­sation uses to measure financial success. And it means being able to recognise how HC strategies and tactics impact on those financial metrics. HC is a key element of an organi­sat­ion’s intangible assets and is therefore a key determ­inant of an organi­sat­ion’s market value.

Cust­omers
All organi­sations must ultimately be accoun­table to their customers. We believe that HC should understand the nature of the customer experience and work to improve it through the organi­sat­ion’s people whether they work in a direct customer facing role or in a back office function. Customer experience is about customer centricity and this is key to every service or product that we deliver to our customers.

Systems Thinking
HC must be connected, joined up and integr­ated. It must work across silos and see the organi­sation as a living interc­onn­ected system. Working with other functions (e.g. operat­ions, marketing etc.) to improve the overall system is the ultimate goal of HC.

“Systems thinking is the process of unders­tanding how things influence one another within a whole. In organi­zat­ions, systems consist of people, struct­ures, and processes that work together to make an organi­zation “healthy” or “unhea­lthy”. Wikipedia*

Auto­nomy
The modern workplace has flatter structures resulting in more autonomous workers and these smart workers need smarter support from HC. People now want to take control of their own develo­pment. HC must switch from organising and delivering training courses to scaffo­lding a broad range of learning interv­entions that are open and accessible in the workflow. HC need to move from directing to orches­tra­ting.
 

Human Capital

Continued

Lear­ning
HC believe that the time has finally come for the learning organi­sation. We believe that learning in all its myriad forms (formal, informal and social) should be in the DNA of our organi­sat­ions. Only by being a true learning organi­sation can we succeed in today’s global knowledge economy.

“Orga­niz­ations where people contin­ually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are contin­ually learning to learn.” Peter Senge

Social
We believe social media is a catalyst for change, changes to the ways we work and the ways we engage with our colleagues and customers. We believe that our organi­sations must have social in their DNA.

Auth­ent­icity
We believe that we should be true to our values and adopt an open and transp­arent approach to our intera­ctions with collea­gues, partners and customers.

Crea­tiv­ity
We believe that HC must look for creative and innovative solutions to business perfor­mance problems. HC must inspire and innovate and lead by example.

Tech­nol­ogy
HC need to embrace technology and use it approp­ria­tely. We must be comfor­table and adept at procuring and using technology to aid human perfor­mance improv­ements. We believe HC will have increasing ownership of technology and not defer all technology decisions to IT.

Anal­ytics
We believe that evaluation and analytics are the best way to guide our develo­pment efforts. If it makes a difference we can measure it, evaluate it and review future strategy and tactics based on our measur­ements. What gets measured gets done.

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