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Human Capital. Human Capital (HC) TRACC . HC. Human Capital.

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Human Capital

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Human capital

Human Capital


Human capital hc tracc

Human Capital (HC) TRACC

HC

Human Capital

The HC TRACC will clarify the roles and responsibilities of HR and line management in order to manage and develop human capital effectively, whilst ensuring that HR play a role in supporting the organisation in its improvement journey.

Human Capital is a company's most important asset and as such the HR department cannot be solely responsible for their development. To obtain optimum performance from people, line management must take active responsibility for employees’ growth and development.

HC TRACC - Enabling TRACC


Operations tracc suite house of excellence

Operations TRACC Suite House of Excellence

V5.1 Operations TRACC Suite

Autonomous Maintenance

Asset Care

Set-up Time Reduction(Manufacturing Flexibility)

Quality

Environmental Sustainability

Administrative Excellence

Health and Safety

Teamwork

5S

Visual Management

Focused Improvement

Human Capital

Leading and Managing Change

HC TRACC - Enabling TRACC


Supply chain tracc suite house of excellence

V3 Supply Chain TRACC Suite

Supply Chain TRACC Suite House of Excellence

Operations TRACC(a suite of Operations TRACCs)

Warehouse Management

Transportation Management

Product Portfolio Management

Transactional Excellence

Procurement

Demand Planning

Integrated Business Planning

Supply Planning

Sales & OperationsPlanning

Supply Chain Alignment

Human Capital

Leading and Managing Change

HC TRACC - Enabling TRACC


Hc tracc overview

HC TRACC Overview

1

2

The services an HR department needs to provide

The roles and responsibilitiesof line management in relation to people development

HC TRACC - Enabling TRACC

The Human Capital TRACC focuses on what world class organisations need to do to manage their human resources effectively

It addresses both:

5


Hc tracc what are the benefits

HC TRACC: What are the Benefits

  • Create an understanding of HR’s role throughout the various stages of organisational maturity

1

Adopt a bird’s eye view of HR’s interlinked functions including planning, strategy, measurement and implementation.

2

  • Articulate line management’s role in managing and developing human capital effectively

3

This TRACC will helpyou to:

  • Put various HR basics in place before introducing sophisticated systems

4

  • Understand HR and Line management’s pivotal role in the organisation’s continuous improvement best practices

5

  • Equip HR to hand over core employee development to line managers through a structured development process

6

  • Develop HR to play a more strategic role in the business by aligning their outputs to the organisation’s world class journey

7

HC TRACC - Enabling TRACC

6


Developments in human resources

Developments in Human Resources

  • HR as a discipline has changed hugely in the last five to ten years and means that HR leaders have to be exceptionally adept at anticipating the future trends.

HR leaders will be expected to know:

What value-adding services does HR need to focus on — both at present and in the future?

How should HRservices be delivered?

What HR capabilitiesneed to be in place?

How are HR capabilities transferred to line management?

How is a high-performance culture sustained?

HC TRACC - Enabling TRACC

7


Value adding focus areas

Value Adding Focus Areas

1

2

  • Core HR drivers

  • Workforce optimisation

  • Knowledge accessibility

  • Leadership practices

  • Organisational learning capacity

  • Employee engagement

  • New reputational and strategic areas

  • Codes of conduct and ethics

  • Health and safety

  • Environmental sustainability

  • Supplier malpractices or non-conformances

  • Mergers and acquisitions

  • Performance improvement initiatives

New HR Competencies

Speak the language of business

Analysis of sound data

Profit/loss and balance sheets

Knowledge of local andglobal trends

HC TRACC - Enabling TRACC


Delivery of services

Delivery of Services

Transactional data

Shared service centres

On-line services

Specialist HR information

Centre of expertise

HR advice

Generalist HR data

In-house business partners

Line management support

#

HC TRACC - Enabling TRACC


Hr capability

HR Capability

  • Technical Competencies

  • (What HR services)

  • All relevant HR services

  • Process Competencies

  • (How they are delivered)

  • Transaction andcommunication

  • Strategy and technology

  • Internal Competencies

  • (Specific to the HR function)

  • Data analysis

  • Strategic planning

  • Supply and management

  • Formal problem-solving

HC TRACC - Enabling TRACC


Line management capabilities

Line Management Capabilities

HC TRACC - Enabling TRACC

  • Managers will get optimal performance from their people if they takeresponsibility for their growth and development

  • Challenges:

    • Managers lack competencies

    • Managers too busy

    • Poor handover from HR to line managers

    • HR personnel reluctant to give up knowledge

    • Managers lack the will

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Driving high performance

Driving High Performance

  • Performance must be driven from the top by a leadership team thatrecognises the importance of spearheading change

  • HR can actively support the development of a high-performingorganisation by doing the following:

    • Monitoring and measuring the performance management process

    • Participating as a key member of the leadership team

    • Reviewing communication processes

    • Identifying new and innovative ways to accomplish work

    • Ensuring all policies, practices and processes acquire and retain talent

    • Designing development processes to cultivate inspirational leaders

    • Continually reviewing systems and practices

    • Focusing learning and development on maintaining the required culture

    • Fostering the development of change management capability at all relevant levels

    • Developing, implementing and overseeing a comprehensive knowledge sharing platform

HC TRACC - Enabling TRACC

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Implementing the hc tracc

Implementing the HC TRACC

Executive Management Team

SCA Project Team

SCA Implementation Team

Exec Leadership Committee: Sourcingand Procurement

Exec Leadership Committee: Planning

Exec Leadership Committee: In-houseManufacturing

Exec Leadership Committee: Distribution and Logistics

Exec Leadership Committee: Corporate/Other Services

PROC

ITF

DP

ITF

SSC

SSC

OFITF

HCITF

S&OP

ITF

ITF

ITF

WMITF

TE ITF

SP

ITF

ITF

ITF

TMITF

HC TRACC - Enabling TRACC

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Hc tracc themes

HC TRACC Themes

HR Strategyor Structure

Remuneration and Reward

1

5

Organisational Climate

LabourRelations

EmployeeWell-being

Learning and Development

2

6

9

4

Organisational Design

Performance Management

Talent Management

Knowledge Management

3

7

8

10

HC TRACC - Enabling TRACC

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Hc tracc theme descriptors

HC TRACC Theme descriptors

HR Strategyor Structure

1

The focus is on establishing strategies and structures which encourage people development, align to budgets and provide support. Ongoing HR development and support, with HR functions becoming decentralised as the organisation progresses.

Organisational Climate

The focus is on the organisation progressing from an unstructured, ad-hoc environment to one where values are expressed and are highly visible and reinforced throughout the organisation. Change is well managed and the organisation is globally recognised in terms of value/performance alignment.

2

Organisational Design

3

The organisation moves from being unstructured and informal to implementing procedures and specified job roles. Staff are clear about their roles and there is greater efficiency within all the well established organisational structures.

LabourRelations

Initially the organisation is vulnerable to labour-related risks as there are no formal policies and procedures in place. Structures begin to form and parameters are established for dealing with labour-related issues. HR continually benchmark's the organisations labour relations' strategy against global indicators.

4

Remuneration and Reward

5

Remuneration is decided ad-hoc, basic salary and benefit structures are in place. This progresses to a remuneration based on job grade system, and recognition and rewards supporting performance improvements are in place. These systems are benchmarked globally.

HC TRACC - Enabling TRACC

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Hc tracc theme descriptors1

HC TRACC Theme descriptors

EmployeeWell-being

Employee wellbeing initiatives are poorly supported initially. It is recognised that employee wellbeing affects production and a Employee Assistance Programme (EAP) is developed initially focussing on employee health and well-being issues. Employees are supported and the organisation is a great example to the wider community.

6

Performance Management

Team and individual performance is not managed, and exceptional performance is not recognised. The organisation realises the importance of this practice and a formal Performance Management (PM) system is effectively implemented and becomes widely accepted as the performance culture moves from compliance to ownership and self-management.

7

Talent Management

8

Initially there is no formal recruitment process and High Performing Individuals (HPIs) have not been identified. Policies and procedures are developed and HPIs are identified and managed effectively. Recruitment and diversity targets are established, and all targets (including ROI) are achieved.

Learning and Development

Leadership attend ad-hoc training and technical skills training is provided 'as needed'. This develops to the organisation creating a training plan and a learning and developing strategy which gets reviewed against the HR strategy to ensure alignment. Ultimately, the organisation's learning and development knowledge management systems are fully integrated and coaching and mentoring become a way of life.

9

Knowledge Management

10

This theme covers the development of a knowledge management system in the organisation with communities of practice and knowledge repositories through to a fully integrated system which incorporates learning and development, innovation and real-time knowledge transfers

HC TRACC - Enabling TRACC

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Hc tracc stages

HC TRACC Stages

Anticipating the Future

Personnel Administration

5

1

4

2

Stages

3

Value Adding

Personnel Development

Empowerment

HC TRACC - Enabling TRACC

17


What is human capital

What is Human Capital?

TRACC Stages

5

5

1

1

4

4

2

2

Stage

Stage

3

3

Personnel Administration

There is no clear HR strategy in place and HR department is focussed on personnel administration and transactional issues.

People Development

At this stage there will be a growing awareness of the importance of the organisations employees and the role of HR role in helping to secure, develop and retain talent.

HC TRACC - Enabling TRACC

18


What is human capital1

What is Human Capital?

TRACC Stages

5

5

5

1

1

1

Empowerment

During this stage HR begins to transfer capability for people development issues to the line with a major emphasis on coaching and mentoring.

4

4

4

2

2

2

Stage

Stage

Stage

3

3

3

Value Adding

At Stage 4 the emphasis is on measuring and demonstrating the 'value add' of HR within the organisation through sound practices, measurement and benchmarking.

Anticipating the Future

There is now full integration of the HR strategy with the strategy of the business as a whole. HR is seen to add significant value to high level business decision making.

HC TRACC - Enabling TRACC

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Tracc performance practice philosophy

TRACC Performance-Practice Philosophy

Embedding best practices sustains performance. World class organisations drive performance improvement by consistently standardising practices and continuously improving these standards and developing the competency of their people.

WORLD

CLASS

Operational Excellence systems must show results by improving hard KPIsor they will lose support before they are embedded in the culture

Can't go the distance

Contenders

Defining what 'good' looks like and monitoring best practice implementation ensures a focus not on current performance, but on long-term, sustainable market-beating performance

Y = Performance

Back of the pack

Promising

Stragglers

X = Practices

1

2

3

4

5

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