Lineamientos para la Planificacin Estratgica del Capital Humano

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Lineamientos para la Planificación Estratégica
del Capital Humano
Marisa Guerin,Ph.D.,President, Guerin
Management Consulting, Inc., Faculty, Wharton
Global Consulting Practicum, President,
Philadelphia Affiliate, Human Resource Planning
Society
Presentación para alumnos de postgrado y
egresados de la Universidad del Pacífico
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Human Capital Business Performance
Cuán valiosa es una cultura corporativa que
permite a los empleados entender y creer en la
misión, visión, y valores fundamentales de la
organización? A diferencia de los activos
financieros y físicos, los intangibles son
difíciles de copiar por los competidores, lo que
los convierte en una poderosa fuente de ventaja
competitiva sostenible. Una organización no
puede asignar de modo alguno un valor financiero
serio a un activo intangible como personal
motivado y preparado de forma aislada, porque su
valor sólo se deriva del contexto de la
estrategia. Pero lo que la empresa si puede medir
es si su fuerza laboral esta lo suficientemente
entrenada y motivada para perseguir un objetivo
determinado. --Kaplan/Norton, HBR 2004
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Multiple Role Model of HR
Future / Strategic Focus
Management of StrategicHuman Resources
Management of Transformationand Change
People
Processes
Management of FirmInfrastructure
Management of EmployeeContribution
Day-to-Day Operational Focus
-- Dave Ulrich, HR Champions, 1997
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What is a Strategy Map?

• A framework for describing an organization
• A tool for focusing / prioritizing organizational
  planning
• Sequential and connected levels
• Financial
• Customer
• Business Processes
• Intangible Assets Human, Organizational Capital,
  and Systems

Adapted from Kaplan / Norton
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Illustration of HR Value Creation
Financial
Return of Capital Employed
Customer Loyalty
Customer
On-Time Delivery
Process Quality
Process Cycle Time
Process
Human Capital
Employee Skills
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Based on Strategy Mapping Insights

• HR engages the line in dialogue around three
  critical questions
• 1. What are the key business challenges that must
  be addressed to achieve desired performance?
• 2. What are your critical business initiatives?
• 3. What capabilities and corresponding types of
  talent are most/least critical?

HR leads the conversation and uses discussion
guides to translate strategy to talent
implications.
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Human Capital Planning Example from
Corning/Sibson
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Talent Segmentation, Corning/Sibson Example
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Analysis of Talent Gaps, Corning/Sibson Example
WHAT DOES THE GAP LOOK LIKE?
Additional Talent
Needed Through
Acquisition (5)
Hiring
Gap (8)
Talent Thats Not
Total
Proficient and
Gap
Cannot be Trained (3)
(13)
Total
Talent
Talent Thats Not
Needed
Training/
Proficient, But
(20)
Redeployment
Can be Trained (5)
Gap (5)
Talent with Right
Capabilities,
Fully Proficient (7)
Materials Engineer
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Talent Management Best Practices,Examples

• Human Capital Planning for critical roles
  (Corning)
• Competency models for key roles (MB)
• Performance and development reviews (Santos)
• Targeted Selection (Santos)
• Career Rotation (Quimica)
• Coaching and Education (Quimica)
• Action Learning (Santos)

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In Summary!

• People are best understood as a company asset,
  not a company expense. Wise investment in assets
  yields returns.
• Companies are more successful when their business
  strategies are supported by aligned management of
  their intangible assets, especially people,
  leadership, systems, structures, and culture.
• Longer term success goes to companies that pay
  attention to talent management and leadership
  development.