Melanie Pendleton XXXXXXXXXXYesterday Sep 2 at 10:05am Leaders of organizations must establish how to manage employees and measure the employee’s knowledge, skills, and attitudes. Managing human...

Melanie Pendleton

Leaders of organizations must establish how to manage employees and measure the employee’s knowledge, skills, and attitudes. Managing human capital or employees is vital for leaders to be aware of each employees’ capabilities, limits, and additional training needed. By establishing these management and measurement parameters shows the members of the organization, the company is committed to the employees, and how to retain the right employees.

Establishing human capital metrics needs to be designed that organization to build a solid foundation of what leaders expect from the employees. Employees want to know what is expected of them and how those expectations will be measured. First, the leaders must determine what each job position job description. Job descriptions will help the employees know what is expected of them as well as any employee who wants to move positions that will be expected of the new positions (Lawler and Worley, 2006). Understanding the job descriptions will allow employees to know what additional training is needed to change positions. Those job descriptions will also help the leaders when it comes time for performance evaluations. The job descriptions will also help when making changes within the organization; even it just means moving employees around in the company.

Once the leaders have established the job descriptions, the measuring of human capital will be a lot easier. There are many things human capital metrics the leaders can show that includes time to hire, cost to hire, early turnover, and revenue per employee, to name a few. Time to hire, there is an excellent time to hire for each organization, and knowing when that time is will be vital to the success of that employee’s future with the company (Analytics in HR, 2020). At my current organization, we start a tax class in September for training new tax professionals. Retail locations when hiring for the holiday season begin in the early fall. My first cashier job in a retail store I was hired in April which was to bring in additional help for the summer when the regular employees would be taking vacations and then to continue through the holiday season.

Second, performance and potential help the leaders of the organization with future performance reviews. The measure could also help determine which employees are underperforming, overperforming, or just getting by (Analytics in HR, 2020). Taking those determinations will allow the leaders to see if any employee should be retrained, promoted, or moved to another job position.

Third, turnover within the organization will be crucial to understanding when the organization sees the most significant number of employees leaving. Employee turnover can cost money for the organization each year. If employees are going within the first year of employment, the leaders need to investigate why the employees are leaving so quickly. Does it have to do with working conditions, expectations of the leaders, or not receiving enough training for employees to perform job duties? Each of these and more will help any leader implementing changes to the organization. Whether it be changing when the organization hires or implementing new training protocols.

Analytics in HR (2020). 14 HR metrics examples.
Analytics in HR.
https://www.analyticsinhr.com/blog/14-hr-metrics-examples/(Links to an external site.)

Lawler, E. E., and Worley, C. G. (2006).Built to change: How to achieve sustained organizational effectiveness.New York, NY: Jossey-Bass.

Catina Artenantmartin

Technical skills, management and leadership ability along with financial aptitude are required when preparing for change within organizations. Establishing and understanding human capital metrics within organizations during change interventions are important to the business because they need to know information regarding their workforce capabilities and the overall cost of doing business prior to implanting an intervention or change of any type. An organization’s ability to survive a strategic intervention, depends on the skills and competencies that currently reside within the organization as there is value. Reviewing these technical skills is critical to knowing what type of change the organization can manage with what they currently have in-house, this can ensure the maintenance of the upcoming changes within the organization as well as the salvaging of jobs in order to replace them with more capable skillsets (Lawler & Worley, 2006).

Measuring these skills and abilities require the managers and leaders within the organizations to be diligent about updating and reporting this information into their human capital management systems on a frequent enough basis as to not warrant another project prior to beginning the change management project. Knowing what skills and abilities the workers have requires the managers to develop people descriptions of their workers that describes their abilities, skills, characteristics and shortfalls (Lawler & Worley, 2006).

Leadership by all levels of the organization is also a key factor within the change intervention process, once an organization decides to make changes, implementation and compliance is on the shoulders of the managers and leadership to adhere to and monitor for application and consistency. Accountable leadership though a change intervention exercise will enable the organization to shift more effortlessly when the leaders are consistent and stay the course with the organization to make the change easily adoptable and normalized in the least amount of time as the management and leadership pieces of change have been characterized as slow rolling and the cause many change interventions fail (Ashkenas, 2013).

References:

Ashkenas, R. (2013, April 16). Change management needs to change. [Web log comment]. Retrieved from
http://blogs.hbr.org/ashkenas/2013/04/change-management-needs-to-cha.html(Links to an external site.)

Lawler, E.E. & Worley, C.G. (2006).Built to change: How to achieve sustained organizational effectiveness.New York, NY: Jossey-Bass.

Collapse Subdiscussion

William Yaw Adufutse

William Yaw Adufutse

Hello Marcus! Thank you for the discussion, and you are right; organizations are in business to make money for the stakeholders. For that reason employees that are brought on board have to meet the various metrics that will help them achieve the goal of the organization.

So then Marcus, and the class, how can this be achieved?