AboutLeo Lingham Expertise Questions include managing work situation, managing work relations,
managing your boss, personal problems, career planning, career
development, training, coaching, counseling etc
Experience 18 years working managerial experience covering business planning,
strategic planning, management services, personnel administration etc
plus
24 years of management consulting in business planning, strategic planning, human resources development, training, business coaching,
etc
Expert: Leo Lingham Date: 6/11/2008 Subject: next generation work force
Question QUESTION: 1.What is the concept of "next generation work force" in human resources policy?
ANSWER: SENAY,
THE ''NEXT GENERATION WORKFORCE '' MEANS
THE PEOPLE WHO WERE BORN DURING THE PERIOD
[ 1980--1997]. THEY ARE CLASSIFIED AS '' MILLENNIALS''
THEIR BEHAVIORS ARE
They are ages 11-30 years
They grew up with PC’s, MTV, ESPN, the Internet and Reality TV
They have IPOD’s and other downloadable, sharing devices
They are our children, our siblings children, our neighbors children
They wear cool clothing, like jeans and Tee Shirts, not Suits
They are advertised to with great success
They must communicate wherever they are not just in an office
They want quick fixes and less Red Tape
They believe the world is a community
They want to meet and live in that world without boundaries
THEIR BEHAVIOR ON THE JOB
Rapid and intuitive adoption of new services and devices
High content consumption and social interactivity
Current behaviors in using various technology, applications, services, and devices will continue into their adult lives and become mainstream norms
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Managing the Next-Generation Workforce
The challenge of managing the next-generation workforce should be considered from two perspectives. Beyond evaluating how the incoming workforce will respond to the culture and offerings of the company, it is also critical to delve into the rationale for the company's current programs and policies. Developing an effective approach to managing the next generation requires a close look at the assumptions on which current management practices are based. Many companies will realize some of their practices have been perpetuated because of cultural momentum or habit and are inconsistent with current and future objectives. Consequently, the major systems that govern human behavior require review.
These systems include:
Recruiting: Attracting and sourcing of candidates.
Performance management: Goal setting, performance assessment, feedback and ratings, and succession management.
Compensation and benefits: Direct pay, equity, promotional opportunities and recognition, health, dental and vision coverage, wellness programs, life and disability coverage, long-term care and child care programs and opt-in plans, such as tuition reimbursement and employee discounts.
For each system, consider what behavior the current practice is intended to drive and if that behavior is consistent with the current goals and strategy. For instance, if the recruiting practice is based on the assumption that all hires will be geographically mobile, is this the reality? Will it be the reality in the future? Is the assumption behind the performance management system that individual stars matter more than collaboration, or that specialization is more valuable than breadth? Does the core assumption drive an outcome that is desirable today and in the future?
Compensation and benefits will require a detailed review, including feedback from current employees and recruiters, to assess the attractiveness of your offerings. Is compensation based more on group or individual results or seniority? Are programs motivating the results needed for the business to thrive, or creating barriers? Will the next generation be motivated by the current programs? For example, a very competitive pension program may be effective in an environment where long-term careers are desired and likely. If this is no longer true, emphasis on the pension plan may detract from other offerings or even hinder appropriate succession of executive roles. Long-term care and child care were not historically important in a workforce that lacked financial responsibility for their parents and had child care delivered by relatives. That is not the reality today.
Development and learning opportunities may have been used to prepare for movement into management or to increase the depth of expertise in a core discipline. Does your organization have enough upward movement to justify making this a high return investment? Are core disciplines still critical to the business, or is the situation changing with new technology or outsourcing?
Once you have examined the assumptions behind the programs, consider the characteristics of the next generation in greater depth. The next generation has an extremely low boredom threshold. Multitasking is a symptom of the short attention span typical among incoming talent. Organizations will need to offer a wide variety of challenges early in career. Promoting the humanitarian values and philanthropic endeavors of the organization will help to attract and retain talent. Recognition, which can be shared with family, has more retention value than mere money, although money serves to quantify the value of their accomplishments.
Consider that this next generation uses data from the Internet to calibrate the fairness of their "deal" versus competition. Most sources provide very bad data. We will need to provide competitive data more openly, or the reality will be whatever the bad data says it is. Keep in mind that as parents, we encouraged this openness and explained everything in whatever detail the next generation requested.
The differences in the next generation are not insurmountable, and they offer significant benefits. A workforce that loves change, embraces new technologies and lacks the guile to participate in corporate politics has the potential to improve corporate life
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REGARDS
LEO LINGHAM
---------- FOLLOW-UP ----------
QUESTION: 1.the concept of "new human capital management philosophy" in management to day?
Answer SENAY,
HERE IS SOME USEFUL MATERIALS.
REGARDS
LEO LINGHAM
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New Human Capital Management[HCM] Philosophy.
Conceptually, human capital management (HCM) - the strategy of attracting, retaining, and leveraging the skills and knowledge of the workforce - is now more than ever in the spotlight of many organizations' agendas.
While HCM is not the exclusive domain of the HR professional - it is an organization-wide discipline that must be embraced and driven by line-of-business managers - the HR department acting as a key influencer. HR has the physical and intellectual tools to bring effective people management to the heart of organizational strategy.
HR professionals must align their management goals and the goals of employees with organizational strategic goals--delivering strategic plans with measurable results. HR should reappraise its role, moving from a "control" philosophy to a provider of vision and support. Above all, HR professionals need to demonstrate HR's benefit to the bottom line - by managing the knowledge, skills and attitudes that create winning organizations. As HR functions evolve, your organization expects you to:
Attract, retain and motivate the best employees.
Partner with managers to understand their needs, then develop a sound strategy that supports organizational goals.
Act as thought leaders and strategic advisers, delivering a plan based on real knowledge, not guesswork.
Plan for changing market conditions instead of reacting to them.
Building an HCM strategy does not require sea change - it requires a commitment to a philosophy, and a realistic approach to delivering results. Effective organizations integrate human capital approaches as strategies for accomplishing their mission. The effectiveness of this integration is judged by how well it helps achieve organizational goals. High performing organizations stay alert to emerging demands and challenges and remain open to reevaluating their human capital practices in light of demonstrated successes or failures.
HR professionals can assist their organizations to evaluate the extent to which human capital approaches support the accomplishment of programmatic goals, through the use of workforce planning. Workforce planning efforts, including succession planning, linked to strategic goals and objectives, can enable an agency to remain aware of and be prepared for its current and future needs as an organization, such as the size of the workforce; its deployment across the organization; and the knowledge, skills, and abilities needed for the agency to pursue its mission. This planning will entail the collection of valid and reliable data on such indicators as distribution of employee skills and competencies, attrition rates, or projected retirement rates and retirement eligibility by occupation and organizational unit.
You can use an organization-wide knowledge and skills inventory and industry benchmarks to identify current problems and plan for future improvements. To begin assessing how well existing human capital approaches support their organizational needs, the managers can use assessment tools.This assessment tool identifies human capital elements and underlying values common to high-performing organizations. The planning requirements provide a useful framework for agencies to integrate their human capital strategies with their strategic and programmatic planning.
The appropriate geographic and organizational deployment of employees can further support organizational goals and strategies, enabling an organization to have the right people, with the right skills, doing the right jobs, in the right place, at the right time by making flexible use of its internal workforce and appropriately using contractors. The use of contractors will require decisions based upon strategic planning efforts, about what types of work are best done by the agency orcontracted out. While reviewing outsourcing options, it is also important to consider whether or not the agency has the expertise available to manage the cost and quality of contractor activities.
The role of HR professionals should focus on:
Developing, implementing, and continually assessing human capital policies and practices that will help the agency achieve its mission.
Leading or assisting in the agency's workforce planning efforts.
Participating as partners with line managers.
Reaching out to other organizational functions and components through facilitation, coordination, and counseling.
Providing integrated mission support.
HR professionals functioning in this role can serve as an important source of information for strategic workforce planning, continuous learning, and knowledge management initiatives. Moreover, they can provide agency leaders with an interpretation of agency data in areas such as retirement eligibility and projection numbers, retention rates, or skills assessments that can allow agency leaders to more effectively pursue strategic human capital management and organizational alignment. High-performing organizations also recognize the need for leveraging the internal human capital function with external expertise, such as consultants, professional associations, and other organizations, as needed.
For HR professionals to start acting in this new capacity, the company must ensure that they have the competencies and experience to effectively take on the expected role.
The new role of the human capital function will require agencies to recruit new professionals and train existing professionals in the competencies to help align human capital management with the specific needs and circumstances of each agency. It will also require agencies to constantly reevaluate their internal procedures so that fewer staff resources are required for processing transactions and more resources can be dedicated to meeting the strategic needs of the organization. Streamlining personnel transactions in conjunction with the greater use of technology to automate paper-based personnel processes is critical to making this shift.
The HR function must also provide the metrics that drive improvement across the organization. These range from top-level strategic analysis, including modeling and planning, to operational data.
HCM indices should include:
The effectiveness of HR-related activities (such as recruitment)
Employee satisfaction
Customer satisfaction (in relation to employee or departmental performance)
Employee attrition analysis
Employee and departmental performance measurement
Employee competency assessment
Summary
To succeed, organizations must wisely manage the assets within their control: capital, technology, and people. Traditionally, organizations focus heavily on their capital and technology, neglecting both the fraction of resources that should be devoted to people and the impact people processes have on the success of the business. HCM show organizations how to distribute resources more effectively among capital, technology, and people, then helps focus human energies on organizational goals.
Primary Objectives of NEW HCM
Align people processes with business needs.
Manage and maximize the productivity of people as an asset.
Make people a source of competitive advantage in delivering superior customer value.
Achieve increased profitability and success for the business.
Benefits
Faster realization of business strategies, and
Improved organizational design, roles, staffing/development plans, evaluation and reward systems, and organizational culture.
There is no single recipe for successful human capital management.
All these are elements of necessity, interrelated and overlapping.
THE TEN PRINCIPLES ON WHICH THIS WORK ARE
1. Treat human capital management as being fundamental to
strategic business management.
2. Integrate human capital functional staff into management
teams.
3. Leverage the internal human capital function with external
expertise.
4. Hire, develop, and sustain leaders according to leadership
characteristics identified as essential to achieving specific missions
and goals.
5. Communicate a shared vision that all employees, working as one
team, can strive to accomplish.
6. Hire, develop, and retain employees according to competencies.
7. Use performance management systems, including pay and other
meaningful incentives, to link performance to results.
8. Support and reward teams to achieve high performance.
9. Integrate employee input into the design and implementation of
human capital policies and practices.
10. Measure the effectiveness of human capital policies and
practices.
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