Performance through people: Transforming human capital into competitive advantage

At a glance.

  • When companies emphasize skill development, it pays off for workers. Skills learned on the job contribute 46 percent of the average person’s lifetime earnings, and companies that build human capital are more likely to propel their employees into higher earnings brackets over the course of a career.
  • Building human capital also pays off for firms in the form of more consistent earnings and greater resilience during crisis. In addition to being more consistent than their sector peers, human capital builders are better at retaining talent, with attrition rates that are about 5 percentage points lower.
  • Some firms (“People + Performance Winners”) prioritize developing their employees and manage to deliver top-tier profitability at the same time. These companies are more likely to become large-scale “superstars.” They exist in all sectors and average more than $1 billion in economic profit.
  • People + Performance Winners have a distinctive organizational signature that challenges and empowers employees while fostering bottom-up innovation. This form of organizational capital contrasts with that of other top-performing firms, which tend to be more top-down and transactional. This management style seems to activate human capital and create a tangible competitive advantage.

managing human capital assignment

MGI’s previous research has shown that human capital development pays off for workers , with skills learned on the job accounting for almost half of the average person’s lifetime earnings. But does investing in people actually benefit companies? Most business leaders agree that it’s the right thing to do. But they are less clear on how those efforts relate to the bottom line—and why some organizations are so much more effective than others at turning human capital into a real competitive advantage.

To explore these questions, we analyze 1,800 large companies across sectors in 15 countries, sorting them based on two factors: how much they focus on developing human capital and whether they financially outperform their sector peers.

One subset in particular stands out: People + Performance Winners (P+P Winners) excel at creating opportunities for their employees to build skills (which we measure by looking at internal mobility, training hours, and organizational health scores) while consistently clearing the highest bar for financial performance. Another group, Performance-Driven Companies, similarly achieve top-tier financial results but do not put the same kind of emphasis on skills development and the work environment. A third group, People-Focused Companies, put resources into developing employees but are unable to translate that into strong financials. Finally, the majority of firms are Typical Performers that stand out on neither dimension.

P+P Winners distinguish themselves from Performance-Driven Companies in two important ways. They achieve more consistent results and have greater earnings resilience, and they also have a superior ability to attract and retain talent (Exhibit 1). These are important advantages at a time when companies are facing economic headwinds and labor shortages.

While they closely tracked Performance-Driven Companies on profitability and shareholder returns over the prepandemic decade, P+P Winners were roughly 1.5 times more likely to remain in the top tier year after year, and they had about half the earnings volatility.

P+P Winners are not only consistent through the normal ups and downs of business cycles; they are also more resilient in times of crisis. When the pandemic struck, they were more likely to weather the crisis and avoid taking major hits. Only 54 percent of P+P Winners saw a reduction of more than 0.5 percentage point in return on invested capital from 2019 to 2020, compared to 65 percent of Performance-Driven Companies. In fact, 36 percent of P+P Winners saw an increase of more than 0.5 percentage point (versus 29 percent of Performance-Driven Companies). More P+P Winners found growth opportunities in the crisis years as well. From 2019 to 2021, they grew revenue twice as fast as Performance-Driven Companies (8 percent versus 4 percent). Organizations that had spent years building reserves of loyalty, goodwill, and innovative capacity by investing in people may have had more internal resources to draw on when the chips were down.

Investing in human capital is associated with consistency and resilience for other companies, too. In the two segments that are not top performers financially, People-Focused Companies demonstrated greater stability than Typical Performers. Typical Performers were 1.5 times more likely than an average firm in our sample to remain in the bottom quintile of profitability in nine out of ten years, while People-Focused Companies were only 1.1 to 1.3 times as likely. The latter also demonstrated greater resilience during the pandemic, growing their revenue twice as fast as Typical Performers (6 percent versus 3 percent) from 2019 to 2021.

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P+P Winners are also talent magnets, with attrition rates almost five percentage points lower than those of Performance-Driven Companies. Their employees report higher job satisfaction and are 1.3 times more likely to move into higher lifetime earnings brackets than employees of Performance-Driven Companies. People-Focused Companies have similarly high levels of employee satisfaction and even lower attrition than P+P Winners, although not with the same stellar financial performance.

How do P+P Winners manage to succeed on both fronts? While investing in people is important, our research shows that another ingredient is needed to bring out their best and channel their efforts into results: organizational capital—that is, the management practices, systems, and culture within each company. This concept encompasses everything from training programs to workflows, department and team structures, employee communications, norms, culture, and leadership. When these elements are effective, they can turn a collection of talented individuals into a cohesive team.

Organizational capital is the fabric that surrounds employees, and its pattern matters. We compare the practices of each group of companies using McKinsey’s Organizational Health Index diagnostic and other firm-level metrics. P+P Winners have a distinctive signature characterized by consultative and challenging leadership styles; bottom-up innovation and collaboration; positive and inclusive work environments; and rewards and advancement opportunities for employees (Exhibit 2). Performance-Driven Companies have similar leadership styles but are more externally oriented to customers and competitors, with less emphasis on engaging their people through company-wide innovation, motivation, work environment, and on-the-job coaching. People-Focused Companies have many practices in common with P+P Winners (such as motivating employees and creating positive work environments), but they are less results-oriented, and they do not emphasize bottom-up innovation.

On average, companies spend about one-third of their revenue on human and organizational capital (which we measure by using the proxy of compensation for the former and adjusted selling, general, and administrative spending for the latter). This is a significant investment, and companies need to make it as productive as possible. P+P Winners achieve roughly 30 percent higher revenue growth than both Performance-Driven and People-Focused Companies for every dollar they invest in human and organizational capital. By contrast, Performance-Driven Companies generate higher return on R&D and sales and marketing investment—but they have the potential to boost their overall results even further by making their investments in people and workplace systems more effective.

Corporate leaders need a deeper focus on the nuances of organizational capital. Human capital is not merely a labor input; people are any company’s core asset. The workplace should work for employees, with coaching to help them develop, structures for support, and workflows that remove frustrations. Employees know what works on the front lines, and their voices and viewpoints should inform any redesign. Beyond improving the day-to-day experience for workers at every level, these principles can enhance competitiveness and adaptability in a fast-moving world.

In some cases, altering company-wide policies and systems could spur positive change. In others, it will take behavior change from leaders. While C-suite executives can articulate the vision and set the example, frontline and middle managers are key actors since they set the tone for individual teams, have greater visibility into what’s working, and can be the biggest influence on the employee experience.

Not every company will choose to follow the P+P Winner template. Some are singularly driven by financial results; focusing on people may not be in their DNA. Remaking organizational culture is a difficult, ongoing commitment that requires energy, self-reflection, and a willingness to change familiar patterns.

But companies that adopt a more people-oriented focus along with a more challenging and empowering organizational culture have a lot to gain. In addition to boosting financial returns, they can improve their consistency, resilience, talent retention, employee loyalty, and reputation—and these are the hallmarks of companies that thrive over the long term.

" "

Want to know more about Performance through People?

Download the full report

Anu Madgavkar is a McKinsey Global Institute partner in New Jersey; Bill Schaninger is a McKinsey senior partner in the Philadelphia office; Dana Maor is a senior partner in the Tel Aviv office; Olivia White is an MGI director in San Francisco; Sven Smit , MGI’s chair, is based in Amsterdam; Hamid Samandari is a McKinsey senior partner in the New York office; Lola Woetzel is an MGI director in Shanghai; Davis Carlin is a McKinsey partner in New York; and Kanmani Chockalingam is an MGI fellow in Bengaluru.

This article was edited by Lisa Renaud, an MGI executive editor in Los Angeles.

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Managing Human Capital

Course Number 2060

Career Focus

The Managing Human Capital course has been specifically designed to teach practical skills for the future general manager (not just the human resource practitioner) who seeks to manage both other people and their own career with optimal effectiveness. As such, at its core, this course is intended to sharpen three capabilities: people development; people management; and career management . We will explore, at a more advanced level than was possible in LEAD, those people-related issues and challenges that any good general manager should understand to be effective.

The term human capital implies that people have the capacity to drive organizational performance. The basic premise of this course is that how one manages and develops others can be the source of sustainable competitive advantage for organizations and for individual leaders within them. Any and all students who believe they will need to effectively manage other people to produce superior business results (revenues, profits, growth) while also creating a unique place to work (such that superior business results are sustainable) should take this course.

Educational Objectives

The objective of Managing Human Capital can be captured in a simple question: How can I create places where talented people will gather, produce, develop, and thrive ?

While the question is simple in concept, it is remarkably difficult to execute—proven most recently by the Great Resignation. Future graduates of HBS, like the population at large, will have more and more choices about how to work and how to manage work, especially given advances in “big data,” AI, and other workplace technologies. They, and their companies--from the great global enterprises of the 21st century to the smallest entrepreneurial venture--will struggle with common questions and concerns about the people who work in their organizations, such as:

  • Module 1 (Hiring): What kind of people do I need, and how do I hire them?
  • Module 2 (Socialization): How do I effectively on-board them, setting them up for success?
  • Module 3 (Performance Management): How do I keep them fully engaged and productive?
  • Module 4 (Compensation and Rewards): How do I make sure they are properly incented to do what the organization needs them to do?
  • Module 5 (Coaching Effective Managers and Talent Development): How do I develop them over time, so they are prepared to take on bigger roles down the road? How do I let go those who are not contributing?
  • Module 6 (Structure): How do I architect my group, team, division, or organization to make the management of human capital easier, not harder? And, as we enter an age in which technology has made the boundaries within organizations far more fluid, how do I make sure the “organizational” or “workplace” structures upon which organizations have traditionally relied actually yield the “collaboration structures” we need to get work done?

In each module, we will intentionally discuss cases that frame both traditional and bleeding-edge “Future of Work” approaches to each human capital challenge. The ‘answer’ will often lie somewhere in-between the extremes but will, with regularity, come back to a set of guiding criteria that connect how human capital is managed with the goal of organizational performance. We will also aim to collectively answer the question: how can I be ready for the way human capital will be managed when I come back for my 10th or 20th reunion--and what experiments should I conduct in my teams and organizations the interim to stay on the leading edge (without accidentally reinventing the wheel and rediscovering things we already knew)?

In each module, and indeed within almost every session, we will explore these topics through three lenses: managing others , being managed by others , and managing our own human capital .

Course Content and Organization

We are all in the class to learn new ways to manage human capital. But we all learn differently. As a result, this course will draw on a range of different ways to learn.

Cases. A majority of classes will be case-based, using materials that highlight and illustrate issues in the management of human capital.

Workshops. Learning can sometimes be best done in exercises designed to apply and practice what I teach about the management of human capital. I have carefully selected (and, in some cases, designed) workshop exercises that relate to most modules of the course.

Research and Technical Knowledge. An article or chapter that discusses good practice for each of the levers discussed in the course will accompany most case discussions.

The Class. This is a discussion-based class, where we learn from each other. With these topics, there will be ample opportunity for people to wrestle with the best way to manage. As always, our best conversations will be when we choose to find both areas of difference and areas of agreement.

The Instructor. My career, both prior to academia and now as an academic, has been focused on exploring how to run organizations such that they make their people more effective, not less. I hope to share my own perspectives, as well as those from more general research, during our classes.

Guests. We will have a wide range of guests in our class. We will have guests who are protagonists in a case, subject matter experts, and successful C-Suite executives. My goal with these guests will be to understand their perspective on the core issues of the class.

Brief “Live Case” Assignment. I believe we learn best when we are engaged directly with organizations and the people leading them. The brief “live case” assignment will be an opportunity for you to talk directly with a small handful of the 2700+ alumni of the MHC course about their experiences, including the most and least successful ways in which their human capital has been managed by others (bosses, mentors, etc.) over their careers to date. (Think of this as a chance to hear both their best and worst stories and then make sense of those stories using the lessons of the MHC course.) We will devote one session, facilitated by an expert, to teach us how to effectively conduct such a discussion about a person’s development and career path. The final deliverable will be a short, written “live case”: a short memo that ties the alumni experiences back to aspects of the course. My hope is that seeing these concepts in action will help you understand what works well and what doesn't. (Note: The alumni interviews will be conducted by groups of students, but the memo will be written individually.)

The final grade will be determined 50% on class participation, 50% on written work.

Because of the nature of the exercises, workshops, simulations, and conversations in MHC, each section will be limited to 75 students. As a result, cross-registrants are rarely accepted but may submit a request via this link .

Please email professor Ethan Bernstein ( [email protected] ) directly with any questions.

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Assignment On HUMAN CAPITAL INVESTMENT: AN INTEGRATIVE APPROACH TO HUMAN RESOURCE MANAGEMENT Submitted to

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The term human capital was originated by who elaborated his concept in 1981 as follows: Consider all human abilities to be either innate or acquired. Attributes which are valuable and can be augmented by appropriate investment will be human capital. A more detailed definition was put forward by as follows: Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that give the organization its distinctive character. The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization. Human capital consists of the intangible resources that workers provide for their employers. Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that gives the organization its distinctive character. Human capital is not owned by the organization...

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Assignment: HR Policy Proposal MGT530 Managing Human Capital

European International University

Managing Human Capital   (MGT530)

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Nor can it be depreciated, as physical resources can. In fact, it has only been in more recent times, which some call the third phase of industrialization, that the human mind of resources has been given attention as a core competitive advantage (Browne, 2000). The term human capital is used to describe the economic value of an employee’s capacities – education, abilities, experience.

It refers to the notion that the quality of an employee can be improved upon by investing in that employee through benefits, training and education (Investigated. Com, 2014). Successful and competitive organizations recognize and appreciate the fact that their employees are an essential asset and contribute to the development and growth of the organization (Brocading, 2006). Those same successful companies manage human capital in the most efficient and effective manner possible.

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The bottom line is that they view their employees as individuals whom they are making an investment in; they are considered assets, not expenses (Brocading, 2006). According to Thralldom and Martin’s ICP report on critical human capital issues for organizations today (2013), the top four are managing organizational change, workforce analytics, workforce planning, and performance management. Of course, every organization is different and faces different challenges in the human capital arena.

The development director of global communications and event management company (MIMIC) reports that their biggest dilemma is whether it is better to hire someone with the talent and experience they require or to train current employees showing high potential, thereby allowing them the mid to long term growth into managerial positions within the company (Sanchez-Arias, 2013). A growing number of Asian companies are expanding into the western territories, opening new branches and merging with or acquiring western companies to further their growth.

These companies are in need of executives who can leverage best practices and engage the delicate balance between the eastern and western cultural strengths (Sanchez-Arias, 2013). Yet another concern, from the CEO off Iambi, India IT organization, relates to transforming employee knowledge into results. This CEO wants a clear vision of his return on the investment in learning he paid for. The analytics of human capital development can be challenging.

Meanwhile, in Spain the human resources director of a global telecoms company named Telephonic reports that employee retention, not only within the company but also within the geographical region, has become their greatest challenge. She explains that this challenge goes beyond the current economic crisis in the region; she says it relates to the “new workforce profile” (Sanchez-Arias, 2013). Apparently, employees hired at Telephonic today expect to learn and develop and then will leave after two to three years. In the past, Telephonic successfully retained employees for an average of seven to fifteen years.

Therefore, the top priority for this company, and any Latin American company, is to maintain a highly competent and committed workforce. Companies in the world. Chevron has employees who quickly move to other Mounties with healthier economies. The exception for Chevron is that their employees stay with the company, so their challenge deals more with geographical retention. Hence, they employed a very flexible training and development system in order to maintain proficiency in all areas (Sanchez-Arias, 2013). At the heart of all successful, high performing organizations are effective leaders.

Leaders play an important role in developing and fostering corporate cultures. Supervisory leaders, in particular, will act and direct in the way that they believe will most highly benefit organizational operations. In order to be an effective leader, one must possess an effective leadership style. Studies have shown that leadership styles have a direct impact in creating innovative and competitive cultures (Gabon & Harris, 2000). There are many different leadership style models and theories. However, for the purpose of this summary, we will use the participative theory.

The participative theory includes four different leadership styles: exploitative authoritative; benevolent authoritative; consultative; and participative. The exploitative authoritative leadership style can be advantageous in situations where quick sections need to be made. Some groups or departments may welcome an exploitative authoritative leader so they do not have to worry about making the decisions and can concentrate on the technical or tedious aspects of their Job. Unfortunately, the negatives of this leadership style outweigh the positives.

Employees of this leader often feel disengaged and unhappy because they are not able to contribute or offer their ideas and input toward making a better product or offering a better service. In fact, researchers have found that this leadership style hinders creativity and innovation, which not only causes a decline in employee reference but it causes a decline in company performance as well (Cherry, 2013). Participative leadership is, in many ways, the polar opposite of exploitative authoritative leadership. Participative leadership is beneficial because it encourages employees to participate in the decision making process.

Thus, motivating and engaging them plus, allowing them to contribute their ideas. This benefits the company in multiple ways that all affect the bottom line. Participative leadership can also have a downside. In situations requiring quick decisions, this leadership style an stall the project and cause it to fall behind schedule or miss a deadline (Cherry, 2013). In answer to the productivity and profit-losing problems GAG was experiencing within the three new subsidiary companies, a change management plan was developed, using the action research model.

This plan includes very specific and detailed steps. In the first step, called contracting, the essential factors that will ensure success of the plan are identified (Hartley, 2005). Sac’s current processes and culture are examined and the roles of the organization development/consultant team are clarified. A contract, either informal or formal, will be drawn in order to define and outline the intent of the plan. This initial step is extremely important as it ensures that senior management and the consultant team are on the same page and share an understanding of the focus of the project.

In the next step, called data collection, we can begin to collect data relevant to the focus we established in step one. Collecting data can include pulling various company policies and processes or collect quantitative and qualitative data pertinent to the issue or issues at hand (Tsar, Pan & Aching, 2004). Three common methods of data collection is: Employee surveys, Questionnaires and Interviews. Employee surveys can provide feedback relating to current issues and can be used for comparison against other survey data at different points in time in order to determine the the plan’s degree of effectiveness (Haskins, 2010).

Questionnaire-based surveys are very effective tools for organizational development purposes. It assists management in understanding and evaluating the organizational issues at hand. Interviews are the most widely used of the data gathering techniques (Haskins, 2010). Interviewing provides subjective data that is practically unobtainable by any other method. This step is very important in the action research process because without this data, we are virtually blind to what the real problems are. Diagnosis is the third step in the process.

This is where we interpret all the data we collected and draw conclusions. Diagnosis is a recurrent procedure involving the collection and analysis of data and identifying problem areas, along with their root causes, and possible action programs (Zapped. Com, 2013). Final decisions are based on the conclusions drawn here. That is precisely why this is such a critical step in the process. A root cause analysis determines why the problems occurred at all. Feedback is the next step in the action research process. It is at this stage that Shawn addresses the board with our findings.

He presents them with a summary report as well as his conclusions and recommendations for moving forward. Action planning, or design planning, is actively working to create a plan entailing the required actions needed, addressing all areas identified in the diagnosis. This phase does not implement solutions. Rather, it allows the team and management to discuss the identified issues and determine the best solutions or interventions to address those issues. This step is important to the collaborative nature of the action research process.

The next step is implementing interventions or solutions. As time goes on and new information is cultivated during the change process, it is imperative to maintain a certain level of flexibility in order to enact modifications to the process. The integrated interventions of GAG are: A globalization plan that includes global recruitment, selection and placement of culturally agile employees to turn an ethnocentric culture into a geocentric one. A communications plan featuring clear and frequent communications delivered in several various formats to promote employee satisfaction and morale.

An employee recognition and development program to help engage employees. Sensitivity, performance management and leadership training for all managers. Diversity/inclusion and sensitivity training for all employees. Globalizes human resource programs, such as performance appraisals, exit interviews and career development, accompanied by an overly sufficient amount of information and communications to ensure complete understanding and awareness from all employees. The final step in the action research process is evaluation.

Although evaluation has been conducted by Shawn throughout each step of the action research process, a final evaluation is imperative, not only to verifying success but also to identifying needs for new or continuing change management or organization development and in order to improve the change management process Ongoing measurements are an essential part of the process in order to determine what degree of success the plan has attained. Ongoing measurements are also essential to determining the plan effectiveness as part of a continuing process improvement.

The planned use of measurement tools for Sac’s plan are: focus groups, employee surveys, financial metrics and human resources metrics (turnover, retention, hires, etc. ). In order to effectively implement and measure a change management plan, the plan must clearly detail the desired future state of the organization (Malice, 2013). In addition, a clear vision of what success will look like from a sales, operations, and management viewpoint must be defined. An added improvement to Sac’s change management plan might be a talent management plan.

Talent management entails attracting, identifying, hiring, developing and retaining those individuals who possess a high potential for continued successful performance for the organization. An effective talent management plan enables managers to recognize essential skills to be developed in all employees. Further, it enables managers to identify high-quality candidates thus, improving the recruiting process. We are currently one year into the implementation of this change management plan. Because this is a recurrent and cyclical effort, it is imperative that e stay the course and continue to monitor and measure the effectiveness of the plan.

When enacting change plans that directly, and intentionally, affect change to the organizational culture, it takes more than a year to fully process. As previously stated, it is imperative that we continue to monitor and measure so we may make adjustments along the way, ensuring success. Standard to any business strategy is knowing the direction the organization wants to go and where the organization currently stands (Michael, 2012). In order to determine these factors, an internal and external environmental analysis must be performed.

These types of analyses find the strengths, weaknesses, opportunities and threats regarding an organization and the environment in which they do business. A common acronym used to describe these analyses is SOOT. As part of this analysis, an environmental scan will be conducted. The results are essential in order for the organization to create and implement effective business strategies (Bella, 2000). Various forms of external threats to a business are competition from other organizations in the same industry, trends, declining economy, computer hackers, new laws, demographic changes, tax changes r government policy changes (Lempel. Mom, 2014). Some examples of internal threats to an organization is physical theft, data theft, espionage, social engineering, equipment and software failure, and communications failure. Some methods used to detect the aforementioned threats are monitoring the environmental changes, subscribing to industry news sources to keep abreast of the latest news and products of competitors, monitoring internal computer systems and user accounts and routine testing and monitoring of company equipment and software (Shallows, 2013).

Due to he super-fast pace of technology today, it is imperative that an organization implement adequate IT safety measures in order to ensure the organization’s protection from external and internal technology threats. Such safety measures include firewalls, two-factor authentication methods, and restricted access to unauthorized software (Maracas, 2011). Organizations should train their employees pose to the organization. No possible safeguard available to the organization could prove effective if our employees or customers willingly hand out their identification information to strangers (Maracas, 2011).

In order for GAG to evaluate its external and internal threats, an effective environmental scanning plan should include: scanning, monitoring, forecasting and assessing analysis to identify external threats; and vision, mission, strengths and weaknesses to identify internal threats (Morrison, 2006). In conducting the scan of external threats, GAG must look for current and changing trends or patterns and once identified, they should be routinely monitored and forecasted to determine possible future direction.

Finally, these trends and patterns should be assessed to determine its specific impact to GAG. The internal analysis portion of the environmental scan entails scrutinizing Sac’s vision and mission statements as well as identifying it’s strengths and weaknesses. The purpose of a code of conduct is to define the organization’s expectations of all of its employees. It clearly communicates the characteristics most important to the company, such as integrity and respect (Room, 2010). Also addressed in the code of conduct is a clear guide on what is considered ethical.

Should an employee have any question of what to do when in a questionable situation, viewing the company’s Code of Conduct should contain the unequivocal answer. The code also outlines specific behaviors expected of its employees, such as treating all employee, customers and vendors with respect. With a thorough Code of Conduct, GAG employees at both the corporate office and all the subsidiary offices, should have no questions of what is expected of them and therefore, should maintain the appropriate behavior expected of them.

Again, those expectations apply to all employees, which includes those of different cultural backgrounds as well as managers and executives in all locations. Although some argue that virtual offices offer significant results in the way of employee engagement and retention, they also have their challenges. Like, lacking the benefit of daily social interactions with co-workers and teammates. Included in these social interactions are non-verbal cues. Employees working in virtual offices experience much less human contact.

Thus, these employees often feel isolated, which depresses their performance and productivity level (Bailey, 2013). In order to correct this challenge, an organization can make an effort to increase daily interactions with employees in virtual offices. They can be given smaller or shorter independent tasks and partner them on other assignments so they are working with others daily. Further, the manager of these employees should foster a strong one on one relationship, adding to the frequent communication plan. Another challenge involved with virtual offices is one of trust (Bailey, 2013).

This can be a particularly large problem when there is a mix of workers working from home and working in the office. Those in the office might believe that the home workers are slackers and the home workers feel cheated since they are not privy to long lunches or birthday cake celebrations in the kitchen. To correct this challenge, the organization can increase the awareness of each employee’s contributions by communicating each employee’s roles and responsibilities and then distributing weekly activities, thereby showing each team member’s productivity.

In addition, the manager can give frequent feedback and announce each employee’s achievements, which will help convey understanding of their employees. They must know their skills and talents and how they apply them. They must see their employees as assets first and then work from there to build upon each one’s potential. There has been a definite shift from research to collaboration and relevancy (Pashas, 2013). Human capital managers should work to ensure collaboration within the team as well as collaboration across all departments of the company.

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How the Human Capital Management Program Helped a Recent Grad Be a More Effective HR Professional

  • Human Capital Management

Jennifer Minerva, (‘20SPS, M.S. in Human Capital Management), is a human resources manager for NBCUniversal, one of the top media and entertainment companies in the world. Minerva started at NBCUniversal as an assistant and is now the human resources manager supporting the entertainment and direct-to-consumer divisions, which include the NBC broadcast company, six cable networks, and the streaming service Peacock. As an HR manager, Minerva serves as a business partner to leaders and employees, helping them develop people strategies and execute various processes and initiatives related to human resources.

In a recent interview, Minerva discussed how enrolling as a part-time student in the  M.S. in Human Capital Management enhanced her career, what was her favorite SPS course, and why keeping in touch with your classmates is essential.

Why did you choose the Human Capital Management (HCM) graduate program?

I decided to enroll in the HCM program because I wanted to be a more nimble and strategic business partner to my clients. The scholar-practitioner model is not only grounded in the fundamental theories behind HCM, but also provides the tools and strategies needed to navigate real-life scenarios. In my current role, I’ve experienced many of the types of business cases we studied in class. Being able to take the program part-time in the evenings allowed me to continue my full-time role at NBCU, which was important to me. Overall, the program made me a more effective and well-rounded HR partner.

Describe your favorite course at SPS.

My favorite and most challenging HCM class was Finance for Effective Human Capital Management. My undergraduate education in political science was part of the liberal arts department, so I never took a finance- or business-related course. In the HR function, you partner very closely with the finance department, not just for compensation and benefits purposes but also to assess return on investment for HR programs. This class gave me confidence in interpreting financial data and collaborating with stakeholders.

What skills did you acquire, and how are you using them in your current role?

The program allowed me to expand my HR acumen in multiple areas, including but not limited to talent management, labor and employment law, DEIA best practices, and total rewards strategy. The core curriculum of the program was valuable, but equally beneficial were the electives we were able to take within other programs at Columbia. One example was the course  Introduction to Negotiation in the School of Professional Studies  Negotiation and Conflict Resolution program . Being an effective negotiator is key in my field. Whether it be negotiating an offer or coaching someone on how to approach an employee situation, having strong negotiation skills sets you apart as an HR leader. The methods we studied and simulated situations we engaged in during class made me a more effective negotiator and communicator in both my professional and personal life.

What excites you about the field of human resources?

It has been exciting to see how HR has evolved from a service function to a strategic function. More and more HR leaders have a seat at the table when decisions are being made. What excites me most is how the profession will evolve as new generations enter the workforce. Newer generations aren’t looking to HR to simply update an employee handbook. The expectations of HR departments are becoming greater as we become more visible and integrated with our stakeholders. I’m eager to see how HR leaders will need to progress in order to keep up with the demands of the new workforce.

What advice do you have for students in the HCM program?

Connect and keep in touch with your classmates! The HCM program is not only valuable because of the curriculum, but also for the community of HR professionals you will meet and learn from. I built both professional and personal relationships with many members of my cohort, and that is something I’m incredibly grateful for.

About the Program

The Columbia University  M.S. in Human Capital Management program prepares graduates to be world-class HCM strategists able to address changing needs in building and motivating talented, engaged workforces in the private, public, academic, and not-for-profit sectors. The program is available part-time, full-time, on-campus, and online. 

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MGT530: Managing Human Capital Module Assignment

Managing Human Capital Module

The Purpose and Context

MGT530: Managing Human Capital Module Assignment: HR Policy Proposal

This assignment will help you to be able to construct a human resource policy guides, assess a company’s human resource needs and evaluate the overall health and safety of employees for a company.

Case Scenario

You are a consultant who has been appointed by a corporation to create a report that reviews the company’s HR policies. Recommend starting salaries for three newly created positions and create guidelines for the health, safety and overall wellbeing of the company’s employees.

You are to choose either your current place of employment or a company that you have researched.

Assignment Instructions

  • Using relevant industry information, choose a company and critique the company’s HR policies.
  • how to improve employee retention;
  • more effective customer service practices;
  • the use of technology to improve interoffice communication;
  • create/revise employee performance appraisals.
  • operations manager.
  • Create a health, safety and wellbeing guide for the company. (25%)

Requirements

  • 3,500 – 4,000 words with APA Format
  • Double-spaced (2.0) or One and a Half (1.5) spaced
  • 12 pt. Times New Roman font
  • Page Number (footer, right bottom corner)
  • 4 major sections: Table of Content, Title Page, Main Body, References

Mark Sheet/ Assessment Evaluation Form

Student’s Full Name:                                                                                         Module:              Marker’s Full Name:                                                                  

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Sample MBA5005 Managing Human Capital Assignment

Mba5005 managing human capital assignment sample, grab management case study assignment help : a+ grade assured place your order now and get up to 20% discount.

Assignment 2 guide

Report format with Harvard style referencing Word count: 3000 words

Font and font size: Calibri, size 12 as per assessment guide

Task: you have to choose an organisation (Australian based organisation or based in any other country), as long as you have access to vital information from the organisation and you have to write about three key issues relating to that organisation. Furthermore within your work you have to have evidence of research too (as this is a vital area of academia too).

Recommended structure (this is just a guide).

Title page:

Have a title page with your name, student number and title of assignment too.

Table of contents:

Have a clear table of contents

Executive Summary

Executive Summary includes the scope and the main findings of the report that is generally written in past tense. Ensure in the executive summary you give an overview of what the report is about and give summary of all the main points. Please try and have the executive summary at about 300 words. Please kindly ensure that this part here is concise and specific.

Introduction

Introduce the role of Human Resource Management, its importance and the challenges facing operations in today’s business environment. Ensure you clearly state the topics examined and provide background information about the organisation and outline the structure of the report. Please dedicate about 200-300 words to the introduction. Please ensure that in your work, you are concise and clear in terms of what you want to say. Remember to have short and clear sentences too.

Critically discuss the three topics using the questions to direct your discussion. From a human resource management perspective discuss how these concepts are used/managed within an organisation. (Try and have about 800 words per section)

Section 1: Introducing performance management and linking it back to the organisation. Please ensure you provide evidence of academic research within your work too.

Section 2: Handling economic shock in your organisation (so link it here back to the organisation again. Please ensure that you provide evidence of research within your work also.

Section 3: Crisis management planning and link it back to the organisation (please again make sure that you provide evidence of research)

Please kindly keep in mind the following for assignment help

1. give examples to back up your discussion in each of the sections

2. Each paragraph has to be about 10-12 lines of writing with clear arguments, evidence of linking to examples and use of in text referencing also.

3. introduce relevant theory (support your statements with academic/ industry references) and 3. link to practice. Remember to reference the examples you have taken from literature within the main body of your report

4. Please ensure that you try not to directly quote other peoples work. So for this assignment please try and ensure that you have about 2 or 3 direct quotes maximum within your work (please listen to the session we had on the 04th March with our librarian Jenny, where she chats about APA referencing).

5. Please have about approximately 25-30 references (so have a mixture of company reports and academic references within your work). Please kindly remember to use the VIT library for further advice. Please ensure that for every paragraph you try and have about 2 to 3 in text references within your work too. Please also have a look at the APA referencing guide that has been uploaded onto LMS.

Conclusion:

A full conclusion should draw together all the key points discussed. Thisdoes not bring in any new information, but summarises discussions that have already taken place within the main body of your essay (200-300 words).

References:

Have a reference list here and please ensure that adheres to havard style referencing too. Remember to have your reference list in alphabetical order Appendix (optional)

This is completely optional. If you want to include any extra information here, ie a table from your company or a graph please kindly include it in here

Human resource management plays an important role in the development of an organisation. The role played by the human resource management for an organisation includes that of recruiting, developing policies, training employees, compensating the employees as well as ensuring that grievances are addressed. The importance of human resource management is that it helps bridge any gap between the employers and the employees and manage the performance of the employees while signifying the strategic objectives associated with the organisation. Human resource management also helps ensure that the employees find a comfortable working environment while addressing any form of issues from motivation to grievances. At the same time, as stated by DeNisi and Murphy (2017), challenges in attracting top talents, managing the multi-generational workforce, and managing diversity are faced by human resource management in the modern world.

The report provides an account of human resource management's perspective while trying to cope with the concepts of performance management, economic shock, and crisis management planning. For this, a case study organisation is undertaken to understand the application of these aspects. Wesfarmers is selected as the case study organisation to highlight the perspective of human resource management. Wesfarmers is a retail organisation that is considered among the top 10 organisations in the country with a high market share. The company dominates the Australian market and has its base in New Zealand, making it a major retail conglomerate(Wesfarmers.com.au 2021).

The report tries to highlight how performance management can be linked with the activities undertaken by the employees at Wesfarmers. At the same time, an account of the way economic shock is handled is provided. Furthermore, crisis management planning methods undertaken by Wesfarmers are also provided to identify the strategies undertaken. Body

Section 1: Performance management

Performancemanagement can be considered a process that ensures certain activities and outputs are met to achieve the organisational goal. Usually,as Schleicheret al. (2018) pointed out, performance management is considered as focusing on the performances undertaken by an employee. However, it is not so as the term can be related to the performances achieved by an organisation and the departments. In the words of Franco?Santos and Otley (2018), it involves the development of an employee, coaching, and taking corrective actions so that mistakes are not repeated. It also involves goal setting, monitoring as well as providing feedback on the performances undertaken.

The problem that Wesfarmers faces with performance management can be directed at the employees. As of 2020, Wesfarmers have 107,000 employees working across Australia and New Zealand(Wesfarmers.com.au 2021). With the recent COVID case, organisations aim to reduce the number of employees. For Wesfarmers, such an action needs to be based on the employees' performances during the crisis while maintaining the protocols(Wesfarmers.com.au 2021). As such, performance management guidelines and assessment needed to be made based on the employees' responses during the pandemic.

In this case, the solution is to ensure thatWesfarmers identify those employees who were hard-working and aware of the situation during the pandemic. It is evidenced that during the pandemic, it had been suggested that Wesfarmers are to work with limited staff. For example, the Wesfarmers branch in Victoria had worked with 3000 employees in the branches across the state to ensure safety protocol(Wesfarmers.com.au 2021). Hence, in this case, the solution to manage the performance is directed at the number of employees who had only been enrolled for work. In this case, a goal-setting theory can be applied to manage the performance undertaken by the employees.

The goal-setting theory defines that conscience goals define the actions undertaken by an employee. In Wesfarmers' case, the goals set for the employees had been to maintain the safety protocols while providing a prompt response to the customers in lockdown. According to Schleicheret al.(2019), one of the theory's characteristics is that the performance at the individual level and the organisational level is analysed. Hence, it is important that Wesfarmers set up the goals achievable by the employees in the challenge faced in the business environment.

The real business difficulties that Wesfarmers can face is that of managing the presence of the employees. Wesfarmers had issued a 14-day quarantine break for any employee suffering from the virus(Wesfarmers.com.au 2021). Therefore, in this case, the company will need to maintain the gaps between works done so that performance management can be judged fairly. As observed by Richardset al.(2019), this can hinder the flow of performance management and identify the faults that the employees had undergone during the pandemic. Hence, a fair performance evaluation of the employees cannot be gained due to such policies as well as the application of the goal-setting theory.

From the analysis conducted, results that can be obtained include the difficulty during which Wesfarmers can find itself in the evaluation of the employees' performance. As stated by Tseng and Levy (2019), the short-term and long-term alternative action that can be considered for the issue is that Wesfarmers identify those employees that have worked well in the past and take lay-off decisions based on it.The advantage of the alternative is that it can allow Wesfarmers to maintain the ethical dilemmas in laying-off employees. However, the disadvantage is that experienced employees might have to be laid off.

As such, a conclusion can be made, which can point to the fact that Wesfarmers had taken effective decisions in maintaining the safety protocols during the pandemic. The employees had provided with the benefit to remain quarantine which provides evidence that the company tends to focus on the interest and the problems faced by the employees. However, owing to the budget cut and employ lay-off that is prevalent in the business market, Wesfarmers might need to undertake decisions on such matters. Application of performance management might provide the company with unsatisfactory results due to the uncertainty and lack of fair evidence about the work.

In general, a business problem can be associated with ethics. Raffoniet al.(2018) are of the opinion that on the one hand, owing to the financial depression in the country as well as in the organisation, Wesfarmers might be involved in employee lay-off; on the other hand, the company cannot find a proper explanation for such an action. With a lack of evidence to judge the performance of each employee despite limiting the number of employee appearances, Wesfarmers need to apply ethical consideration while trying to deal with the situation at hand.

Section 2: Economic Shock

The pandemic had brought about a downfall in the economic balance as well as the GDP in every country. According to Sheth (2020), industries being under lockdown for more than six months as well as having a stopgap working hour had hindered the smooth growth of the economy.The analysis made by Bakeret al.(2020) stated that in the case of Australia, the pandemic had lowered the economy drastically. Records indicate that since March 2020, the economy of Australia had plunged down by 7%, the largest fall in 1959.Compared with the 2019 fall, the GDP had dropped 5.1% more.

The problem with the organisations due to this is that strategic changes in the approaches needed to be made. According to Morkunas, Paschen and Boon (2019), job losses are certain, and the income level of the employees are also expected to fall. As such, for a company like Wesfarmers, the response to the economic shock needed to be made by identifying the ways by which job seekers can be kept at bay, and the existing employees be lay-off without causing any ethical violation(Wesfarmers.com.au 2021). Although the CEO, Rob Scott, urged the employees to deal with the crisis as a constant in the country, solutions related to the fall of the economy need to be made to handle the situation perfectly.

As such, the solution in this case for Wesfarmers is to apply a normalcy approach in the undertaking business. As observed by Grizane and Jurgelane (2017), due to the economic crisis, Wesfarmers need to address some of the economic, intellectual operations that are undertaken in business. For example, any form of highly equipped technology that can monitor employee progress or make delivery easy need to be laid-off so that the cost of upgrading such technologies can be saved. In the words of Burkaltsevaet al.(2017), it is necessary that the economic shock be addressed by digging the roots of the company and downsizing its operations to meet the times during which technology had not been of a stable and dominant position in the market.

As such, the Neoclassical economic theory associated with economics can be applied to address the situation of the company. According to Morkunas, Paschen and Boon (2019), the application of the Neoclassical economic theory can allow for managing the supply and demand of the products. For Wesfarmers, the economic crisis not only has to deal with the number of sales made but also with the operations of the company. Hence, factors of production need to be identified in a way that does not indulge excessive requirement of finance.

The real business difficulties, in this case, are to manage the quality of the products as well as ensure that the operations do not account for the excessive financial drain. At the same time, another problem that can be faced is that of the constant economic fluctuation. As evidenced by the analysis earlier, about the economic situation, before the pandemic, the economy of Australia had fallen by 6.1%. Hence, stability in the economy is rare in the country and can have a negative impact on the overall growth of an organisation(Burkaltsevaet al., 2017). In the case of Wesfarmers, it can be evidenced that the difficulties can stretch to a cautious approach in the overall running of its business.

The results that can be gained from this is that Wesfarmers need to manage not only the quality of its products but also ensure that it maintains an overall successful approach for its operations. Hence, as stated by Abbas and Hassan (2017) alternative way in terms of cutting down technology and going back to its roots is necessary for Wesfarmers. This can be both short-term as well as long-term given the fact that it is needed for the company to sustain the fluctuation in the economy. The advantage of this is that Wesfarmers can maintain its heavy financial drain while the disadvantage is that latest technology cannot be used justly.

As such, a conclusion can be made which can justify the exact nature of the changes that Wesfarmers need to make while commencing with the strategic involvement of the economic crisis. It is, in fact, necessary that the company tend to manage the rapid decline in the economy by contributing towards the economic growth with CSR activities. However, it is also necessary that the company maintain the reputation in terms of customer satisfaction and for ensuring that the working conditions of the employees remain stable.

In general, the business problem with economic depression can be related to the loss of sales. With the pandemic already lowering the sales, the further decline can lead a successful company like Wesfarmers into a huge loss. As such, not just lower-level employees, higher employees need to be laid off along with changes in the operations and departments that need to be made by Wesfarmers.

Section 3: Crisis Management Planning

Crisis management involves the process which an organisation undertakes to deal with the disruptive changes that can threaten an organisation or a stakeholder.According to Bundyet al.(2017), crisis management involves three phrases which include the pre-crisis, response to the crisis and the post-crisis phase. As stated by Jankelováet al.(2018), crisis management planning is a document that helps in underlining the plans that are required to be followed so that an effective response to the crisis can be provided. It usually helps in planning infrastructure so that the crisis can be respondent to well and clearly. In the modern world, the coronavirus pandemic is the main crisis that every organisation needs to address.

The problem associated with crisis management and its planning is that it is necessary to understand the basic issue concerning the crisis. In the case of Wesfarmers, the problem with the crisis management planning is that the company need to point to the exact issue which can hinder the growth of the company. According to Reuter, Hughes and Kaufhold (2018), the financial crisis for Wesfarmers had been reported due to the advent of the coronavirus, and as such, it is necessary that the company try to manage the financial condition of the business. Hence, the planning needs to be directed at the increase in budget for the company.

The solution to this can be to fulfil the specific requirements and demands of the customers as well as that of the employees. In the words of Williamset al.(2017), the maximisation of returns can be one of the solutions that Wesfarmers can adopt so that it can manage the crisis. As stated by Tokakis, Polychroniou and Boustras (2019), the planning, however, need to be directed at the overall management of the organisation, which includes preparing a budget for operations, employees, as well as the input of materials. This can allow Wesfarmers to understand the returns it can gain and, at the same time, make future plan keeping in mind the three stages of crisis management.

As such, the theories associated with crisis management that Wesfarmers can adopt is that of the five-stage crisis management theory of Mitroff. As identified by Uitdewilligen and Waller (2018) in this theory, the crisis signal is detected initially and based on the detection; prevention steps are measured. For example, with Wesfarmers, the financial crisis due to the pandemic needs to be mitigated by the possibility of employee lay-off as well as a reduction in operations of the company. At the same time, Bowers, Hall and Srinivasan (2017) are of the opinion that containment of the crisis can be managed by monitoring the movement of the finances and recovery of the finances can be done by identifying the returns that exist in the market. Finally, the crisis managed can serve as a learning experience for Wesfarmers to manage the same in the future.

The real business difficulties that can be associated with the solution is that it is not always possible to understand the financial crisis and predict whether the finance lost can be gained in a quick time. Hence as stated by Williamset al.(2017), the uncertainty of the plan is always a possibility, and despite the risk management techniques, financial planning cannot be considered to have a positive impact on the overall strategic planning of the organisation.

The results that can be predicted in this case for Wesfarmers can be based on the evidence that with the uncertainty of the financial management, the crisis management planning needs to be directed at understanding the areas which can have a positive impact on Wesfarmers. For example, as a short-term as well as long-term alternative customer satisfaction can be considered as a form of crisis management activity that Wesfarmers need to implement so that losses incurred can be curbed. The advantage is that Wesfarmers can be directly associated with the customers while the disadvantage is that it might divertWesfarmers from focusing on its financial crisis from its internal affairs.

Hence, the conclusion can be provided in this case that crisis management can have a satisfying impact on Wesfarmers and can lead to an overall understanding of the business situation. With the advent of the pandemic, various companies had to undergo financial changes, and the crisis management planning had been directed at such changes keeping in mind the ongoing pandemic and its impact. For Wesfarmers, such crisis management can lead the company to understand the various possibilities of financial implications in the business market.

In general, the problem identified can have a negative impact on the growth and reputation of Wesfarmers. This is mainly because Wesfarmers might not be able to manage the financial dents that the pandemic had brought about and thus can lose its position as a top 10 market share holder in Australia. As stated by Uitdewilligen and Waller (2018), this can also hinder the opportunities of the company to maintain a stable business and dominate the market of the country by gaining trust form its stakeholders.

From the overall analysis of the scenarios and the condition in Wesfarmers, it can be concluded that in terms of performance management, Wesfarmers might not be able to make a fair judgement about the actions of the employees. With a vast number of employees reducedfor safety protocol, Wesfarmers would want a different approach that can help the company to maintain its ethical approach in the business.The performance management does not provide an overall proper response for the problems of Wesfarmers and thus can be considered to not have a positive impact on the solution related to employee lay-off post-pandemic. In terms of the handing of the economic shock, it can be concluded that Wesfarmers has managed well in identifying the crisis and ensuring that the crisis is made part of the organisation for the future. Although a huge loss isexpectedin the sales of the company, Wesfarmers also need to make changes in the overall operations so that any form of excessive financial strain can be eliminated. This can provide the company with some stability, although it cannot guarantee success for the changes it might bring about in the operations of the company.

The analysis of the crisis management provides a conclusion that Wesfarmers hold a strong position in the business market and, as such, can be considered to have a positive impact on the overall scenario of the business. The financial crisis had brought about problems in the operations of the company, although the crisis management planning might not be able to bring about a stable scenario for the overall operations of the business. Thus, it can be stated that for Wesfarmers, each of the three situations can be handled well by human resource management only if a specific identification of the problem can be made. 

Bibliography

Abbas, M.W. and Ul Hassan, M., 2017. Moderating impact of environmental turbulence on business innovation and business performance. Pakistan Journal of Commerce and Social Sciences (PJCSS), 11(2), pp.576-596. Baker, S.R., Bloom, N., Davis, S.J. and Terry, S.J., 2020. Covid-induced economic uncertainty (No. w26983). National Bureau of Economic Research.

Bowers, M.R., Hall, J.R. and Srinivasan, M.M., 2017. Organisational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), pp.551-563.

Bundy, J., Pfarrer, M.D., Short, C.E. and Coombs, W.T., 2017. Crises and crisis management: Integration, interpretation, and research development. Journal of management, 43(6), pp.1661-1692.

Burkaltseva, D.D., Borsch, L.M., Blazhevich, O.G., Frolova, E.E. and Labonin, I.V., 2017. Financial and economic security of business as a primary element in the economic system. Espacios, 38(33), p.3.

DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management: 100 years of progress?. Journal of applied psychology, 102(3), p.421.

Franco?Santos, M. and Otley, D., 2018. Reviewing and theorising the unintended consequences of performance management systems. International Journal of Management Reviews, 20(3), pp.696-730.

Grizane, T. and Jurgelane, I., 2017. Social media impact on business evaluation. Procedia Computer Science, 104, pp.190-196.

Jankelová, N., Jankurová, A., Be?ová, M. and Skorková, Z., 2018. Security of the business organisations as a result of the economic crisis. Entrepreneurship and Sustainability Issues, 5(3), pp.659-671.

Morkunas, V.J., Paschen, J. and Boon, E., 2019. How blockchain technologies impact your business model. Business Horizons, 62(3), pp.295-306.

Raffoni, A., Visani, F., Bartolini, M. and Silvi, R., 2018. Business performance analytics: exploring the potential for performance management systems. Production Planning & Control, 29(1), pp.51-67.

Reuter, C., Hughes, A.L. and Kaufhold, M.A., 2018. Social media in crisis management: An evaluation and analysis of crisis informatics research. International Journal of Human–Computer Interaction, 34(4), pp.280-294.

Richards, G., Yeoh, W., Chong, A.Y.L. and Popovi?, A., 2019. Business intelligence effectiveness and corporate performance management: an empirical analysis. Journal of Computer Information Systems, 59(2), pp.188-196.

Schleicher, D.J., Baumann, H.M., Sullivan, D.W. and Yim, J., 2019. Evaluating the effectiveness of performance management: A 30-year integrative conceptual review. Journal of Applied Psychology, 104(7), p.851.

Schleicher, D.J., Baumann, H.M., Sullivan, D.W., Levy, P.E., Hargrove, D.C. and Barros-Rivera, B.A., 2018. Putting the system into performance management systems: A review and agenda for performance management research. Journal of Management, 44(6), pp.2209-2245.

Sheth, J., 2020. Business of business is more than business: Managing during the Covid crisis. Industrial Marketing Management, 88, pp.261-264.

Tokakis, V., Polychroniou, P. and Boustras, G., 2019. Crisis management in public administration: The three phases model for safety incidents. Safety Science, 113, pp.37-43.

Tseng, S.T. and Levy, P.E., 2019. A multilevel leadership process framework of performance management. Human Resource Management Review, 29(4), p.100668.

Uitdewilligen, S. and Waller, M.J., 2018. Information sharing and decision?making in multidisciplinary crisis management teams. Journal of Organizational Behavior, 39(6), pp.731-748.

Wesfarmers.com.au 2021. Home - Wesfarmers. [online] Wesfarmers.com.au. Available at: <http://wesfarmers.com.au/> [Accessed 17 March 2021].

Williams, T.A., Gruber, D.A., Sutcliffe, K.M., Shepherd, D.A. and Zhao, E.Y., 2017. Organisational response to adversity: Fusing crisis management and resilience research streams. Academy of Management Annals, 11(2), pp.733-769.

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  • Mgt530 Managing Human Capital Module Assignment Hr Policy Proposal

MGT530: Managing Human Capital - Module Assignment: HR Policy Proposal

The Purpose and Context

This assignment will help you to be able to construct a human resource policy guides, assess a company’s human resource needs and evaluate the overall health and safety of employees for a company.

Case Scenario

You are a consultant who has been appointed by a corporation to create a report that reviews the company’s HR policies. Recommend starting salaries for three newly created positions and create guidelines for the health, safety and overall wellbeing of the company’s employees.

You are to choose either your current place of employment or a company that you have researched.

Hire Assignment Writers

Assignment Instructions

1.Using relevant industry information, choose a company and critique the company’s HR policies. (10%)

2.Propose new HR policies and include the following in your proposal: (40%)

  • a.how to improve employee retention;
  • b.more effective customer service practices;
  • c.the use of technology to improve interoffice communication;
  • d.create/revise employee performance appraisals.

3.Create job listing including starting salary information for the following position: (25%)

  • a.secretary;
  • b.marketer;
  • c.operations manager.

4.Create a health, safety and wellbeing guide for the company. (25%)

Requirements

1.3,500 4,000 words with APA Format

2.Double-spaced (2.0) or One and a Half (1.5) spaced

3.12 pt. Times New Roman font

4.Page Number (footer, right bottom corner)

5.4 major sections: Table of Content, Title Page, Main Body, References

Related Link: Assignment Help

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IMAGES

  1. Managing Human Capital Assignment.docx

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  2. What is Human Capital Management (HCM)?

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  3. Managing Human Capital Assignment

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  4. Unit 22 Managing Human Capital and Entrepreneurship Assignment

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  5. MBA assignment for Managing Human Capital

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  6. MHC Assignment.docx

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COMMENTS

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  2. What Is Human Capital Management? A Career Guide

    Human capital management (HCM) refers to a set of business processes that empower workers, connect workflows, and streamline daily operations within an organization. Human capital management encompasses employee productivity strategies, and the technology HCM teams use to organize data. Benefits of human capital management

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    At a glance When companies emphasize skill development, it pays off for workers. Skills learned on the job contribute 46 percent of the average person's lifetime earnings, and companies that build human capital are more likely to propel their employees into higher earnings brackets over the course of a career.

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    Assignment On HUMAN CAPITAL INVESTMENT: AN INTEGRATIVE APPROACH TO HUMAN RESOURCE MANAGEMENT Submitted to Dhaka College The term human capital was originated by who elaborated his concept in 1981 as follows: Consider all human abilities to be either innate or acquired.

  8. B21004-Occhiena-Managing Human Capital-1st Weekly Assignment

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  10. Introduction To Managing Human Capital Management Essay

    Human Capital Management (HCM) can be defined and interpreted in many ways but in simplest form it can be defined as the strategic approach to people management in creating sustainable and competitive value to the organizations and people itself. As shown in the introductory slide, proper HCM strategy helps organizations to streamline and ...

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  12. Managing Human Capital Assignment.docx

    Effectively and efficiently managing your human capital - moreover, successfully leveraging your human capital to achieve your firm's strategic business objectives, can help you achieve considerable success in the marketplace. Conversely, failing to do so, through a lack of planning or poor implementation, can result in reduced productivity and profits, and even a poor brand reputation.

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  16. MGT530 Managing Human Capital.pdf

    Assignment Instructions 1.Using relevant industry information, choose a company and critique the company's HR p olicies. (10%) 2.Propose new HR policies and include the following in your proposal: (40%) a. how to improve employee retention; End of preview Upload your study docs or become a member. View full document

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