1、Enhancing HR Value to the CEO: Strategies for Matching Strategy to Capability,Laske and Associates, LLC Otto Laske, PhD PsyD, Manager Medford, MA, USA 781.391.2361 ,This seminar takes a comprehensive, systemic view of the organization and its readiness forintervention. It addresses the people power

2、paradox: most companies seek their future outside of themselves, not in their own people.,Copyright Laske and Associates, LLC, 2002,Workshop Objectives,At the conclusion of this workshop, participants will be able to: better understand the relationship of strategy and capability see their own role a

3、s HR Director in a new, proactive light, as guarantors of a balance between strategy and capability advise the CEO on how to expand current HR evaluation levels to measuring capability underlying performance advise the CEO on how to improve asssessing the realism of company strategy in light of exis

4、ting capability discuss the allotment of capability resources needed for fully realizing present strategic objectives.,Copyright Laske and Associates, LLC, 2002,Assumptions of this Workshop,Achieving strategic objectives is more than ever dependent on the capability of individuals and teams Much mor

5、e in-depth knowledge about human capability is available in social psychology than has so far been appreciated by CEOs and HR Directors We need to open a window on new and highly stratetgic data sources that heighten the realism of strategic decision making at the highest level of management (in par

6、ticular, a Capability Metric) We address CEOs and HR Directors alike, focusing on human capability.,Copyright Laske and Associates, LLC, 2002,Workshop Topics,Part I: The Relation of Company Strategy and Work Capability Performance is based on Capability Relevance of Capability in the Strategy Map Pa

7、rt II: Building and Using a Capability Metric Opening a Time Window on Capability How CDREM works What a Capability Metric Tells Management Part III: Wrap Up Benefits of CDREM New Tasks of the HR Director Case Study Deliverables,Copyright Laske and Associates, LLC, 2002,Part ICompany Strategy andWor

8、k Capability,Copyright Laske and Associates, LLC, 2002,Performance is Based on Capability,Copyright Laske and Associates, LLC, 2002,Human Strategy Regards Work Capability,Copyright Laske and Associates, LLC, 2002,Vision,Business Strategy,Organizational Strategy,Human Strategy: Capability,Your Human

9、Strategy Should be Guided by Insight into Work Capability,Copyright Laske and Associates, LLC, 2002,When you need a high-level view of human resources available to meet strategic objectives, you need to understand current and future work capability,Performance Is Analyzed In Terms of Work Capability

10、,Actual work performance is based on personal capability to work, and differs from person to person, team to team Following Elliott Jaques (1994), we distinguish and measure three kinds of work capability: current applied capability current potential capability future potential capability Research s

11、hows that potential capability grows over the life span along predictable maturational pathways of self- and complexity awareness (Loevinger, 1976; Kegan, 1982; Laske, 1999) Limits of (current and future) potential capability set limits to training effectiveness, and require long-term remediation, r

12、e-structuring, or outsourcing decisions.,opyright Laske and Associates, LLCC, 2002,Relevance of Capability in the Strategy Map,Any business may be seen as composed of four layers: financial customer relations internal business process learning and growth, or human capital Strategic objectives in the

13、 first three layers, when mapped into Learning and Growth, appear as HR deliverables Requisite HR deliverables regard capability, not just performance HR or “Learning and Growth” comprises two sublayers: enablers such as competence, team synergy, etc., that execute strategy capabilities that underly

14、 enablers (sometimes called meta-enablers) and measure capability.,opyright Laske and Associates, LLCC, 2002,Five Dimensions of a Strategy Map,(adapted from BCS Collaborative, Inc., 2001),Shareholder Value,Financial Perspective,Customer Perspective,Internal Process Perspective,Learning it refers to

15、any aspect of capability HR decides to measure An index measures capability levels with a focus on a particular enabler (e.g. leadership) An index is composed of a set of pertinent variables each of which is associated with a standard (customized to company strategy and HR concerns flowing therefrom

16、) CDREM capability standards derive from current social science research Each index measures all three time dimensions of work capability: current applied, current potential, and future potential capability.,Copyright Laske and Associates LLC, 2002,Capability Indexes are Composed of Meta-Enablers Me

17、asuring Capability Levels,Six Classes of of Meta-Enablers,Any number of customized indexes,25 Capability Criteria,Future Capability,Current Capability,Copyright Laske and Associates, LLC, 2002,Customized to Company Strategy,Example: Variables of a Leadership and Change Flexibility Index,Developmenta

18、l level (16 levels) Developmental potential and risk Strength of complexity awareness (transformational capacity) Strength of systems thinking Self conduct self concept flexibility for change need for power and control Task focus autonomy resourcefulness under stress quality of planning and order In

19、terpersonal perspective empathy helpfulness/supportiveness capacity for affiliation Energy sinks (gaps between personal needs and aspirations) Culture climate index (gaps between Personal aspirations and actual organizational experience),Copyright Laske and Associates LLC, 2002,Future potential capa

20、bility,Current potential and applied capability,Current and Near-Future Capability Standards,Copyright Laske and Associates LLC, 2002,Far-Future Capability Standards,Copyright Laske and Associates LLC, 2002,What a Capability Metric Tells Management,Copyright Laske and Associates LLC, 2002,CDREM outc

21、omes are stated in the format of a Capability Metric The metric reveals the hidden work capability of a representative sample. Results are stated in terms of potential-to-risk ratios for all variables included in the index measured.,Format of the Capability Metric,Copyright Laske and Associates LLC,

22、 2002,Example 1,Copyright Laske and Associates LLC, 2002,Leadership Capability Metric of an e-business firm lacking current and future capability potential,Leadership Capability Metric,Adherence/ STANDARD,Missing/ RISK,Exceeding/ POTENTIAL,(Future Potential Capability),(Current Applied Capability),D

23、ev. Level,Dev. Potential,Change Flexibility,Systemic Thinking,Self Conduct,Task Focus,Interpers. Perspective,Energy Sinks,Copyright Laske and Associates LLC, 2002,-1.0,+1.0,CDREM Index,Present State,Future State,Unused current potential,High-Level Summary for Leadership,Copyright Laske and Associate

24、s LLC, 2002,Actionable Detail, Example,Copyright Laske and Associates LLC, 2002,Reaction of a Manufacturing Firm,Repr. sample regards the middle management level High future potential capability is too long-term to be actionable High energy sinks require immediate harnessing of current potential in

25、all ways possible (e.g., reward structure) Available options: start a massive management development effort geared to harnessing existing behavioral and developmental potential diminish unused potentials by wide-scoped job re-assignment and work place restructuring by firing parts of middle manageme

26、nt, and either rehiring or outsorcing managers showing high current & future potential capability,Copyright Laske and Associates LLC, 2002,Reaction of an Accounting Partnership,Repr. sample regards managing partners (some of whom reside on the executive committee) High future potential capability po

27、ints to a need for comprehensive succession planning High energy sinks speak to need of redefining partner responsibility in terms of existing individual work capability Available options: demote present managing partners whose current and future work capability does not measure up to newly defined

28、standards initiate a follow-up assessment focused on a target population of partners with potential to become managing partners.,Copyright Laske and Associates LLC, 2002,Example 2,Team Synergy Metric of a pharmaceutical company with good capability potential,Team Synergy Capability Metric,Adherence/

29、 STANDARD,Missing/ RISK,Exceeding/ POTENTIAL,(Future Potential Capability),(Current Applied Capability),Dev. Level,Dev. Potential,Change Flexibility,Systemic Thinking,Self Conduct,Task Focus,Interpers. Perspective,Energy Sinks,Copyright Laske and Associates LLC, 2002,-1.0,+1.0,CDREM Index,Present St

30、ate,Future State,Unused current potential,High-Level Summary for Team Synergy,Copyright Laske and Associates LLC, 2002,A Capability Metric Facilitates:,Copyright Laske and Associates LLC, 2002,1. Applications for Venture Capital 2. Merger and Acquisition Decisions 3. Re-Visioning of Organizational S

31、trategy 4. Change Management Initiatives 5. Human Capital Readiness Reports 6. Restructuring of Reward Systems 7. Outsourcing Decisions 8. Automation and Web Transfer Decisions 9. Management Development Programs 10. Employee Development Programs 11. Culture Climate Enhancement 12. Internal Business

32、Process Enhancement 13. Customer Relations Enhancement.,Following-Up Capability Assessments,Results: Following up assessments enables comparisons against a base line established by the initial capability metric Follow up delivers insight into the effectiveness of developmental programs for all three

33、 aspects of capability Timing: Current and future potential is followed up annually Current applied capability can be followed up in periods shorter than a year.,Copyright Laske and Associates LLC, 2002,Part III,Copyright Laske and Associates LLC, 2002,Wrap Up,What CDREM Delivers,CDREM is a tool for

34、 calibrating the quality of human capital in organizations in terms of work capability CDREM provides a Capability Metric detailing present, near-future, and far-future work capability A capability metric reveals the hidden potential of a companys workforce Findings in a Capability Metric heighten t

35、he realism of strategic decision making at the highest level of management.,Copyright Laske and Associates, LLC, 2002,A Capability Metric Scores Hidden Company Intelligence,Copyright Laske and Associates LLC, 2002,Competencies,Strategic Alignment / Motivation,Cultural Climate,Team Integration,Leader

36、ship,Developmental (long-term) Potential,Behavioral (short-term) Potential,Financial Perspective,Customer Perspective,Internal Process Perspective,Work Capability,Enabler Intelligence,Selected Benefits of Capability Assessment,A Capability Metric: is based on objective (social-science) standards of

37、work capability in organizations is customized to current company strategy extends the time window on capability into the future strengthens and broadens the role of the HR Director at the strategy table introduces a heightened realism into HR program design and intervention, including e-HR (persona

38、lization of information).,Copyright Laske and Associates LLC, 2002,New Tasks of the HR Director,Copyright Laske and Associates LLC, 2002,The Principal Task of the HR DirectorIs To Answer to Work Capability Concerns,Strategic Company Objectives,Insight into Work Capability,CONCERNS,Assessment of Work Capability,CDREM,HR Solutions and Deliverables,Copyright Laske and Associates, LLC, 2002,The Need for Integrating Two Approaches to Human Capital Management,Copyright Laske and Associates, LLC, 2002,Ad hoc & situational: Opinion-survey based