Thursday Sep 3 at 5:50pm
Human capital management is a complete set of practices for developing, managing, recruiting, and optimizing the human resources of an organization. Human capital management is essential to a business’s success, as the workforce trends and laws become more complicated for recruiting, retention, legislative, and employee management. Human capital management considers the workforce to be more than just doing business but it is the core of the business assets that can be maximized throughout management and investments. Human Capital Management transforms the traditional administrative functions into opportunities to drive engagement, productivity, and business value. According to Lawler, & Worley, (2006), “Human capital management begins with a measurement of the condition of individual employees. Measurement at this level is the foundation that is required for an organization to develop overall indicators of the condition of its human capital.”
Technical skills are the abilities and knowledge that a person needs to perform certain tasks that relate to technology information, mechanical, or scientific tasks. Technical skills during a change intervention will allow the leader to get and give information about the change. Technology is an important part of technical skills because most information is held on some type of technology that can be shared with others during a change process. Technical skills help leaders to design a change plan or even why there must be a change.
Leadership capabilities are a way of feeling, thinking, and behaving it is the ability to have a developed sense of what you want to achieve and a set vision to inspire and teach others. Management and leadership is a very important part of a change intervention because without the right leader or management change can go the opposite way from the way you want it to go. Not every person can take on the role of leadership and there are different types of leaders therefore it will depend on what needs to be changed within the organization or what department needs change. Leading organizational change begins with recognizing the guidelines for the change. Leadership will help executives lead their firms more successful and effective. Leaders that are involved in organizational change must establish relevance. (Harper, 1998, p. 25).
References
Haidar, E. (2006). Leadership and management of change. Journal of Community Nursing, 20(4), 13-14,16-17.https://search-proquest com.proxylibrary.ashford.edu/docview/208558222? accountid=32521
Lawler, E.E. & Worley, C.G. (2006). Built to change: How to achieve sustained organizational effectiveness. New York, NY: Jossey-Bass.
Thursday Sep 3 at 4:06pm
Human capital metrics help businesses measure the value and effectiveness of a person to ensure that they can help the organization reach its goals. It is important because there are levels to human knowledge and skills that is necessary in order for the organization to accomplish anything. When human capital metrics are used to evaluate performance “they tend to become very important; individuals worry about the accuracy of the measures, but also how their own performance is reflected in those metrics” (Lawler and Worley, 2006, p.187). There are different approaches for establishing human capital metrics within an organization. Leadership quality, technical skills, and employee development are metrics that are commonly used.
Leadership quality metrics permit assessments of main employee attitudes that are commonly held to be predictive of behavior that contributes to organizational performance. This is important when managing change intervention because effective leadership “can set the stage for positive team functioning” (Aarons, Ehrhart, Farahnak and Hurlburt, 2015) and it takes a team effort to help meet organizational goals.
Technical skills are the abilities and knowledge needed to perform specific tasks. They are practical and often relate to mechanical, information technology, mathematical, or scientific tasks. This is important to managing change intervention because being able to perform specified tasks in a specific field enables a leader to coordinator work, problem solves, and communicate effectively.
Employee development is important for “organizations that are committed to developing their existing employees” (Lawler and Worley, 2006, p.194). They must measure career movement and continued development. If an organization does not offer development opportunities, it will be very difficult to retain employees who appreciate learning, developing, and changing their work and skills. This area is also important to managing change intervention because the need for employee development stems from our constantly changing society. The more industries and market changes, the more developed employees need to be in order to keep up.
References
Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Hurlburt, M. S. (2015). Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation. Implementation science : IS, 10, 11. https://doi.org/10.1186/s13012-014-0192-y
Lawler, E.E. & Worley, C.G. (2006). Built to change: How to achieve sustained organizational effectiveness. New York, NY: Jossey-Bass.