How to Make the Difference Human Capital Strategy Hans Christian Steckling ©

How to Make the Difference
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE F1 CHALLENGE
?
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THERE IS A CHOICE .....
Wrong people x Right match x Right development x Right leadership x Right Environmental factors
= False starts
Right people x Wrong match x Right development x Right leadership x Right environmental factors
= Anxiety
Right people x Right match x Wrong development x Right leadership x Right environmental factors
= Depreciation
Right people x Right match x Right development x Wrong leadership x Right environmental factors
= Demotivation
Right people x Right match x Right development x Right leadership x Wrong environmental factors
= Frustration
Right people x Right match x Right development x Right leadership x Right environmental factors
=
Boosted
bottom-line
(© getTalented 2004)
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
TODAY‘S LEADERSHIP CHALLENGES

Continuous uncertainty and volatility
(scope with new risk dimensions)

Continued strong competition for talent
(in general as well as demographically)

Leadership generation change “in process”

People‘s perception of values changing

Transition from “industrial/services” to “knowledge” society
(transactional orientation vs interactive behavior)
(job vs assignment mentality)

Striking the right balance between short term performance and medium term
positioning
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
WHAT INVESTORS DO EXPECT
Trend from Triple to Quadruple Bottom Line Reporting: SUSTAINABILITY
1.
Financial Data (Volume, KPI
KPI‘s,
s, etc.)
2.
Environment Reporting (EPI‘s)
3.
Social Responsibility (Sponsoring, Aid, etc.)
4.
Intellectual Capital Development
(Skill + Knowledge+ Behaviour + Rate of Renewal = Leadership Culture)
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE VALUE POTENTIAL OF INTELLECTUAL CAPITAL
Market Value
(Leif Edvinsson)
Shareholders‘ Equity
Financial Capital
Human Capital
C i l
Intellectual Capital
St
Structural
t
l Capital
C it l
Customer Capital
Organizational Capital
Innovation Capital
Hans Christian Steckling
Brand Capital
Process Capital
Human Capital Strategy
June 2004,
© HCS-CONSULTING
LOOKING AHEAD
“Talent
“T
l t and
d knowledge
k
l d
are the hard currencies
of the future”
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
HOW TO RESPOND
……to unlock value, determine…..

Is your senior
I
i
managementt team
t
prepared
d and
d equipped
i
d to
t
effectively deal with these leadership dimensions and challenges?

A you using
Are
i
the
th nextt generation
ti
human
h
capital
it l strategy
t t
and
d tools?
t l ?

Do you have an IC rating system/ IC controller installed?

Who in your firm is in charge of the innovation process?

What is your market share of new business opportunities?

Chi f Executive
Chief
E
ti
Officer
Offi
or Chief
Chi f Inspiration
I
i ti
Officer?
Offi
?

.....
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
AT THE END OF THE DAY, THERE IS ONLY ONE QUESTION YOU
SHOULD BE ASKING YOURSELVES
At what fraction of its potential is your workforce operating?
10-30% = potential that companies
are able to convert into performance;
i.e. only the top of the iceberg
(© getTalented 2004)
70-90% = potential that
companies rarely leverage;
i.e. locked potential
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE POTENTIAL OPPORTUNITY GAP
Productivity
Creativity
A
B
C
Diversity
Age
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
The Evolution of Reward Drivers
Company
Attractiveness
+
Employment
Conditions
Employee
Benefits
+
Intellectual
and
Emotional
Rewards
+
=

Brand

Compensation

Recognition

Self-esteem

Culture

Standards of

Innovation

Job excitement

Ranking
Support

Inspiration

Values

Vision
Excellence


Career

Challenges

Pride
Opportunities

Career

Empowerment
Working
Exceptional
Performance
+
Sustainability
Development
Conditions
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE NEW CONSULTING CONCEPT
Diagnoses
of
Human Capital
and
Innovation
Management
Processes
Hans Christian Steckling
Calibration
C
lib
i
and
d
Priortization of
Requirements
Develop
Value Creation
Solutions
A
B
Partnership
for
Excellence
C
Human Capital Strategy
June 2004,
© HCS-CONSULTING
EXECUTION EXAMPLES
Combined Solutions
Benefits
Results
Managment Consulting
Talent Selection
Talent Cultivation
Coaching / Mentoring
Leadership Assessment
Succession Planning
Recruiting Process
Team Building
Executive Search
Interim Management
Cost Efficiency
+
Risk Reduction
+
Value Creation
+
Innovation
Exceptional
Performance
+
Market
Leadership
Sustainability
+
Common Values
HRM Outsourcing
Board Composition
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE INTEGRATED APPROACH TO VALUE CREATION
1 + 1 = 11?
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE MISSION: CREATE INNOVATION
To cultivate:
T
lti t “…break
“ b
k up the
th
surface soil around in order to
destroy weeds, prevent crusting,
and preserve growth conditions…
conditions…”
(Webster’s Dictionary)
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
THE BREAKTHROUGH
“Creating
“C
i
mutuall value
l
is
i learning
l
i
get results with others,, rather
to g
than from others”
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
want to Make the Difference ?
[email protected]
HTTP://WWW. HCS-CONSULTING.CH
Tel. 0041 1 915 50 33
Hans Christian Steckling
Human Capital Strategy
June 2004,
© HCS-CONSULTING
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