What is human capital management?

According to Gartner, the human capital management definition refers to a set of practices related to people resource management. These practices deliver core competencies to the organization, including talent acquisition, workforce management, and workforce optimization. The most successful organizations maximize value by utilizing human capital management (HCM) software to unify these competencies into a single platform. Learn what is human capital management and how HCM can help your company find, train, and retain valuable employees.

THE FUNCTIONS OF HCM

For a more detailed HCM definition, let’s examine the list of functions that impact an organization’s people resources. Leading organizations implement HCM solutions that effectively manage people-related functions including:

• Core HR Administration—personnel, benefits, payroll, rules/compliance, and employee self-service.
• Strategic support to optimize employees—workforce planning, talent and performance management, training, recruitment, onboarding, time and expense, workforce analytics, and workflow.

WHY HCM IS IMPORTANT

About three-quarters of respondents in a recent survey said that HCM is important or very important. In today’s dynamic workplace, organizations must act proactively to find and keep the best talent, increase productivity, and engage employees. Some of the workplace trends that make HCM a crucial tool for organizations to stay competitive include:

• Changing demographics and work styles.
• Flexible work arrangements including contractors and remote workers.
• Complex and ever-changing compliance requirements.
• Increasing reliance on HR data and workforce trend analysis.
• Importance of brand and company culture to effectively attract and retain talent.

THREE WAYS TO ENHANCE HUMAN CAPITAL MANAGEMENT

The most successful firms are adopting HCM strategies to maximize efficiency, simplify recruiting, and embolden the management and development of employees. Here are three best practices you can use to increase competitiveness and maximize your human capital:
1. Acquire the best talent.
Nearly 75% of employers struggle to fill positions with the right candidates. It’s crucial for businesses to focus on improving talent acquisition practices. HR professionals and recruiters increasingly use artificial intelligence (AI) to automate routine recruiting tasks, freeing up more time to focus on strategic needs and improving the candidate experience. AI provides support to quickly match applicants to keywords, communicate with job candidates, and even schedule interviews. Recruiters use chatbots to help recruit talent faster and eliminate communication gaps. Additionally, the most successful businesses are improving onboarding programs so that recruited talent gets up to speed quickly and feels connected to company culture.
2. Effectively manage talent.
To ensure job satisfaction, engagement, and productivity levels are high, HR professionals must provide an excellent employee experience. More HR managers are using AI-driven HCM solutions to increase efficiency as well as embolden employees to access what they need when they need it. HR’s goal must be to focus on employee happiness—a combination of meeting workforce needs and giving employees the tools they need to work smarter. Be sure to provide user-driven, automated solutions that simplify time and attendance, payroll, performance management, and rewards and recognition programs.
3. Optimize talent.
According to the UK’s CIPD, human capital is the “collective capability, knowledge, and skills of the people employed by an organization.” That’s why leading organizations don’t stop at just hiring and managing talent. To retain employees and maximize this valuable resource, businesses must make investments in career planning, training and development, and succession planning. Use integrated HCM solutions to identify skill gaps in your workforce, offer training recommendations to enhance job performance, and forecast future hiring needs.

ELEVATE HOW WORK GETS DONE

Improving your human capital management strategy paves the way toward a smart office, enabling your business to win the war for talent, space, time, and capital assets.

What is smart office?

According to recent research, the global smart office market will reach nearly 50 billion dollars by 2024. But what is smart office? A smart office is a workplace where technology enables people to work faster and more effectively. Fortunately, there are many smart office design layouts and smart office products that businesses can implement to make an immediate positive impact on productivity. Organizations design smart offices by integrating advanced technologies including smart devices and sensors to simplify operational processes and minimize costs. Learn about the smart office and how your firm can benefit from smart office software.

SEVEN QUALITIES OF A SMART OFFICE

Leading consulting firm Deloitte describes smart buildings as “digitally connected structures that combine optimized building and operational automation with intelligent space management to enhance user experience, increase productivity, reduce costs, and mitigate physical and cybersecurity risks.” The most successful businesses are using network-enabled IoT devices, cloud storage, sensors, and biometric identification to create flexible workplaces that boost productivity, increase employee well-being, reduce energy consumption, and enhance security. Here are seven ways a smart office can positively impact your business.

1. SIMPLIFY ROUTINE TASKS

Smart office software provides employees with the information they need to perform tasks faster. Whether it’s quick access to enter timecard information, workflow for process automation, or data support for decision making, smart office software gives employees the tools needed to elevate the way work gets done. A smart office is able to process, monitor, and manage data within the building to identify patterns and develop strategic plans that improve operations.

2. IMPROVE EMPLOYEE AND OFFICE SCHEDULING

Smart office software makes it easier to track and manage schedules using reports, smart devices, and automated systems. Make room or desk reservations and request other needed services quickly and easily. Using smart office products, employees get visibility into coworkers’ schedules to ensure key personnel are available to attend important meetings.

3. MINIMIZE COSTS

Connecting smart office products like sensors to building management or automation systems enable firms to control energy consumption costs. In a smart office, businesses gain visibility into levels of occupancy and the environment to make real-time lighting and temperature adjustments and optimize office space.

4. ENHANCE COMMUNICATION

With today’s distributed workforce, smart office products make it easier for employees to connect and communicate from any location. This allows team members to collaborate in real-time and speed decision making.

5. IMPROVE EMPLOYEE WELLBEING

Smart office products enable your business to monitor environmental factors that affect employee health and comfort. Leading organizations are using this data to make the working environment a healthy and happy place for employees to boost productivity, wellbeing, and loyalty.

6. ENHANCE SECURITY

Using identification trackers, biometric authentication tools, and facial recognition technology enables your business to confirm the right employees are present when they clock in and out. This information helps ensure your employees are safe at work and also prevents time fraud.

7. ATTRACT AND RETAIN THE BEST TALENT

According to a recent study, 90% of respondents saw a business reason for working in a smart office and 87% would require smart office technology in their next move. With smarter office space design and utilization, companies can improve employee experience, support flexible work arrangements, and attract and retain the best talent.

PROVIDE A SMART OFFICE FOR YOUR WORKFORCE

Take steps now to leverage smart office products to positively impact productivity, employee wellness, and your bottom line.

14 хитростей для бумажных коммерческих предложений

Why and how not to be insecure leader

Jayesh Khatri

Everybody has their insecurities either personal or professional front. If we talk about professional front, I am sure you are aware that when your boss is insecure, his insecurities can rule your career prospects. You'll never know what to expect of him. His actions are chosen to make him feel better, even at your expense. Dealing with an insecure boss is like playing catch with a knife — you never know when you might get cut.

Insecure managers do anything to make themselves feel and look better, even if it means cutting you down or cutting you out, isn’t it? They believe they will sustain or grow being what they are, but the fact is limit for their growth is not wide or high….Imagine if you are an insecure boss, just think about your team members…

Insecure leaders by their actions, will eventually create an insecure organization, riddled with anxiety, distrust and indecision. People will spend more time looking over their shoulders than looking ahead. Good defenses become more important than effective offenses. Such insecure leaders will deep dive in micro managing, blaming, defensing, overcompensating, Failing fear rather deep diving on issues and resolution, developing people, nurturing people, taking bold decisions keeping organization interest first…Now tell me, will they hire smart people? Of course no? then how the organization will develop and grow?

Before mentioning how not to be insecure, first we should know that we are insecure? In one of the articles written by Lolly Daskal, she has uncovered an insecure leader by identifying following signs which sounds of being insecure leader;

1. Shying away from challenge

• You don't like to take risks because you lack confidence in your ability to succeed.

1. Positioning yourself to look good

• Your focus is about how you are presented rather than how well the mission is being met

1. Aversion to helping others to grow

• Insecure leaders see people as workingfor them, not with them. They feel jealous when someone on their team receives public affirmation, and they are not mentioned. When you invest in the growth of those around you, you are equipping them to be better, smarter, and quicker--a threatening idea to the insecure

1. Disrespect for others

• When you're insecure, you work hard to gain respect for yourself--sometimes even by belittling others to put yourself ahead.

1. Being Know - it- all

• Insecure leaders are petrified of coming across as insignificant or incompetent, so they overcompensate by pretending they know it all. They rarely ask questions--and when they do, they almost never wait for the answer.

1. Staying behind the closed door
2. Refuse to handle conflicts
3. Follow the boss blindly and have no direction(Added by me)

I have always followed one mantra in my professional career so far and that is-

“Come every day in office thinking today is the last day” I like tag line of one of the brands “Aaj kuch toofani karte he”. Why to go office with tension, take new tension and come back with tension rather go office to do your job, drive the things, and do something which makes you feel that you did something for your company and come back with sense of pride.  At the end of day the pleasure what we get by driving, resolving issues is much higher than getting appreciation from boss, isn’t it? Why to work to show others, when things are being driven by your efforts it is obviously known….Moreover, we all know that we are being noticed in the job everyday by many of our colleagues, seniors, Friends and our behaviors are also visible. Why to be insecure and show the expressions and live life with no pleasure and no joy and no real respect…

Insecurity comes when someone does not have adequate knowledge and skills. Because if you have knowledge according to what position you are holding and if you have right skills, then your confidence will be high. Confidence gives comfort which links with security

Knowledge can be gained and skills can be developed, so work on and upgrade yourself rather being what you are. 

The biggest reason for managers of being insecure is failing to manage smart people. If smart/clever people have one defining characteristic, it is that they do not want to be led. This clearly creates a problem for you as a leader. Clever people want a high degree of organizational protection and recognition that their ideas are important. They also demand the freedom to explore and fail. They expect their leaders to be intellectually on their plane—but they do not want a leader’s talent and skills to outshine their own. That’s not to say that all clever people are alike, or that they follow a single path. They do, however, share a number of defining characteristics. The right thing for you is not to micromanage cleave people but discuss openly about projects and just agree and manage the macro milestones. That does not mean you do not keep an eye on them.  You must identify if smart people’s work style are deviating from company’s core values and you must alert them. Respect them and their ideas and openly accept if you believe their ideas are better than yours. As a leader, you must open the various opportunities and paths for smart people to grow, learn from their techniques if it is better than what you have and define new techniques which is more suitable for dealing with problems based on your experience.  You should believe that your junior can teach you something.  In short, you must develop learning attitude and manage your ego.

Another thing to be secure, one has to improve the memory. Critical projects/assignments must be in mind and update should be in mouth anytime not just in system or mail box. You must have your own mechanism to remember the key points of critical assignments. You should always on the top of numbers because if you fail constantly to update, you will lose your credibility. Science/mathematics is important to take logical decisions and understand the numbers game.

Please share your thoughts on the subject. Let me mention here that being secure is not political step in the job and it is not a onetime effort, it’s all about changing attitude of being insecure at work. May be I have highlighted just portion of subject. It’s all about being true leader rather just boss.

Should Leaders Focus on Results or People?

Dr. Travis Bradberry

Coauthor Emotional Intelligence 2.0 & President at TalentSmart

People often debate what makes a better leader: the no-nonsense, results-focused type or the motivational, people-focused type. New research has provided the answer—neither.

James Zenger surveyed over 60,000 employees to see which leadership characteristics made leaders “great” in the eyes of their employees. Two of the characteristics that Zenger looked at were “results-focus” and “people-focus,” and he found that neither characteristic consistently produced great leadership.

Leaders who primarily focused on results were seen as great just 14% of the time, and leaders who primarily focused on people were seen as great only 12% of the time.

However, leaders who were able to balance their approach and focus equally on results and people (which, according to a study by David Rock, is less than 1% of all leaders) were seen as great a whopping 72% of the time. In other words, results-focus and people-focus are weak predictors of great leadership on their own. It’s the potent combination of the two that consistently makes leaders great.

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." - John Quincy Adams

Leaders who can focus equally on results and people motivate people to be their best, without losing sight of the bigger picture. This balance enables them to achieve extraordinary results, because they do five things that few other leaders are able to accomplish.

They deliver feedback flawlessly. It takes a tactful leader to deliver feedback that is accurate and objective but also considerate and inspirational. Leaders who are balanced know how to take into account the feelings and perspectives of their employees while still delivering the message they need to hear in order to improve.

They put the right team of people together to execute a plan. Putting together a good plan of attack can require a heavy-handed focus on results. You have to foresee obstacles, find the right approach, and then make certain you have the right people to make it happen. There are a lot of good leaders out there who are capable of putting together a perfect plan. However, it takes a greatleader to actually pull a motivated team of people together who are capable of executing that plan and interested in doing so. Leaders capable of blending a people-focus into their results-oriented plans select the ideal people and know their strengths and weaknesses and how these can be made to work together.

They solve problems as a team. Research shows that poorly structured meetings stifle creativity and hinder teams from reaching good solutions. Often this is because people either yield to the most outspoken member of the team, are afraid to share their opinions, or don’t know how to effectively critique others’ ideas. When results-focused leaders bring a people-focused mentality to the table, they create the right environment for new ideas to thrive. These leaders are able to draw out as many good ideas from their team as possible while prudently steering a process that creates workable solutions.

They hire the best employees. The foundation of any good company is a great hiring system. Effective hiring leads to high levels of performance, a strong workplace culture, and a high retention rate. We’ve all seen new hires who are brilliant but a horrible fit socially. Likewise, we’ve all experienced the new hire who fits in socially and makes friends but who doesn’t produce quality work. Great leaders know how to find employees who both do their jobs effectively and are good social and cultural fits. This kind of hire builds morale and improves your bottom line.

They balance work and fun. There are plenty of bosses out there who know how to have fun. Unfortunately, this is often at the expense of results. And for every boss out there who has a bit too much fun, there’s one who doesn’t know how to have any fun at all. It takes a balanced leader to know how to motivate and push employees to be their best but to also have the wherewithal to slow it down at the appropriate time in order to celebrate results and have fun. This balance prevents burnout, builds a great culture, and gets results.

Bringing It All Together

Leadership, like most things in life, requires balance. You can’t succeed without focusing on your people, and they won’t succeed unless you’re focused on results.

The difference is where the progress is found

Michael Cardus

Note the differences between any hypothetical solutions and the complaint. – Steve de Shazer – Clues pp 99

IN EARLIER POSTS I SHARE 4 USEFUL AREAS TO LOOK FOR PROGRESS CLUES OF CHANGE:

1. Change happens when it seems reasonable
2. Exception to the norm is change
3. Change through a small nudge
4. Digger deeper taints change through assumptions

Noticing what is different and putting difference to work is a task of leadership. When leaders notice what is different and are able to put difference to work they are noticing how change happens, where change matters and what difference it makes to the team.

We become myopic and solipsistic when challenged and resisted. A wonderful response that works, otherwise it would not happen. This can be a counter-intuitive. In some change efforts the idea is bad and resistance is what’s needed. As a leader being thoughtful about difference and a bad idea are a useful leadership capacity.

As you listen to the change documenting, actually writing down, differences teams and people share between the change that seems reasonable and the complaint / resistance may create enough of a landscape to make the next decision.

The difference is where the progress clues are found.

Победить в противостоянии самому себе

Раиса Кулик, генеральный директор BRIK Consulting

Мудрые предприниматели говорят, что каждый бизнес — это зеркало своего руководителя. Именно в зеркале стоит искать причины и успехов, и неудач

Всегда надо помнить о том, что подводные камни имеют как успех, так и неудачи. И то и другое — наши учителя. Находясь на пике успеха или же в крутом пике неудачи, руководителям важно анализировать себя, удерживать связь с реальностью, чтобы не наступать на одни и те же грабли.

Одна из распространенных ошибок, совершаемая нами в состоянии успеха, — это потеря бдительности и невнимательность. У нас возникает образ идеальной картины, за которой мы теряем объективность. Причем как в окружающей нас среде, так и внутри себя.

Попадая же в крутое пике неудач, мы можем испытывать потребительское отношение к жизни, высказывать претензии к окружающим. Нам проще обвинять других, чем искать причины невезений или ошибок в себе.

Вроде бы картинки успеха и неудачи находятся на разных полюсах, однако они имеют общий источник искажений — наш образ мышления и поведение. Наше восприятие реальности определяет наши действия, а соответственно и результат, который мы получаем.

Говорят, учиться лучше на чужих ошибках, поэтому и полезнее (и приятнее) анализировать чужой опыт и отслеживать те грабли, из-за которых успешный бизнес может потерять лидерские позиции на рынке или остановиться в своем развитии. Практика показывает, что самые главные и больно бьющие грабли — ловушки нашего мышления — наши «собственные тараканы, которые при принятии некоторых решений аплодируют нам стоя». Поэтому хочется обратить внимание на самые распространенные из них, чаще всего встречающиеся на нашем пути.

Противостояние самому себе

Первый сигнал того, что мы противостоим самим себе, — отказ действовать сейчас, когда это необходимо в первую очередь нам самим. Другими словами, это наше внутреннее сопротивление. Определить его можно по тому, что мы начинаем торговаться сами с собой, вести внутренний диалог. И в самом деле, почему бы не поговорить с умным человеком. Мы можем говорить себе о том, что устали, что сейчас не время, и сделаем это завтра. А можем спрашивать себя, зачем нам это надо. И отвечать, что, конечно же, не надо. Мы начинаем путать понятия «лень» и «отдых». Можем сомневаться в том, что делаем, цинично относиться к проектам, не верить в их успех, видеть только негативные стороны. Может возникнуть желание все бросить и сдаться или хотя бы отложить на более удачное время. И как тут не вспомнить слова: «Сегодня я отмечаю ровно полгода, как завтра хожу в тренажерный зал».

Все это звоночки сопротивления — рассуждения, пожирающие энергию, которую лучше всего направить в дело.

В таких ситуациях выпишите все мысли, появляющиеся у вас в голове, определите точки сомнения и сделайте хотя бы одно маленькое действие в отношении вашего проекта. Так вы создадите силу, которая выведет вас из этого состояния и прекратит внутреннюю болтовню. Тем самым вы перенаправите энергию в дело.

Чрезмерная эмоциональность

Мы можем испытывать много эмоций (радость, гнев, разочарование) независимо от того, интроверты мы или экстраверты. С одной стороны, это прекрасно, но с другой — когда мы слишком эмоциональны, эмоции превалируют над разумом, в результате чего мы теряем точность действия. Вопрос не в том, что эмоции — это хорошо или плохо. Вопрос в том, насколько мы понимаем свои эмоции, управляем ими и умеем понимать и управлять эмоциями других. Чтобы в этом разобраться, нужно как минимум прочитать книгу Дэниела Гоулмана «Эмоциональный интеллект» и сделать хотя бы три действия, направленные на управление своими эмоциями. Для успеха важно стать хозяином своих эмоций, и первый шаг на пути к этому — осознанность и постоянное наблюдение за своим эмоциональным состоянием.

Излишняя открытость

Излишняя открытость или желание поделиться самым сокровенным — рассказать о своей идее, мечте, важном проекте — нивелирует их. Когда мы слишком много говорим о том, чего еще не сделали, то теряем силу для действия. Мечта становится уже не такой волнующей, не столь значимой. Мы как будто ее уже осуществили и прожили.

Многие используют дневники достижений, альбомы желаний, коллажи мечты. Это хороший инструмент для того, чтобы не распыляться в рассказах, а осознать и визуализировать свою идею, проект, мечту. Далее — найти в себе внутренний катализатор и начать воплощать ее в жизнь, делая свое дело молча. Важно сделать несколько первых действий навстречу цели, добиться первых результатов, а уж потом делиться своими достижениями.

Отношение к людям

Дальновидные руководители компаний в равной мере заинтересованы как в личном успехе, так и в успехе своих подчиненных, поскольку понимают, что любого короля делает свита. Поэтому руководителям важно не ставить себя выше других людей, не проявлять гордыню, ведь жизненная позиция настоящего лидера — быть рядом с людьми, уметь им служить и делать их профессионалами. Важно видеть в своих людях самое лучшее и позволить им увидеть то, какими они могут стать, а не только то, какими они есть сейчас.

Это всего лишь четыре самые распространенные ловушки мышления, чаще всего уводящие нас от нашего успеха. Важно отслеживать их, не теряя бдительности, тренировать и формировать мышление, чтобы стать лидером высшего сорта. Как бы банально это ни звучало, но сегодня время проверки на прочность, и лидерам жизненно необходимы особый уровень внутренней ответственности и самодисциплины, вера в себя и в действие. Все это поможет принять перемены и быстро действовать, беспрепятственно выходя на новые пути к успеху.

Каждому из нас от природы дан уникальный потенциал, который важно воплотить в жизнь. Успех — значит успеть жить, сделать то, что тебе предназначено, чтобы понимать и чувствовать, что ты не растратил этот дар, а вложил его в плоды своего труда, в свою самодостаточность и полезность обществу.