Human Capital Concept Worksheet
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Human Capital Concepts Worksheet
Concept
Application of Concept in the Scenario
Reference to Concept in Reading
Organizational Capability
For InterClean, having competitive advantage means to be a leader in the 8 billion dollar sanitation industry. Their competitive advantage may be achieved with improved technology, more developed staff, innovative products, etc. While having a competitive advantage is very important in becoming a leader in the industry, but the ability to manage people while having a competitive advantage is a task in its own. InterClean needs to be able to fully train and develop their staff, while being continuously innovative.
“The traditional way to think about gaining competitive advantage has been to focus on a companys financial, strategic, and technological capabilities.3 Dave Ulrich and Dale Lake argue, however, contemporary businesses these traditional means of gaining competitive advantage must “be supplemented by organizational capability–the firms ability to manage people to gain competitive advantage.” (Dreher & Dougherty, 2001)
Employee Motivation
From the February 7, 2005, meeting, the following points were brought up regarding the sales force:(1) Employee morale is currently low and management is concerned about employees will perceive the staffing audit and follow-up. (2) The executives are determined to proceed in transforming InterCleans workforce in whatever way necessary to achieve the CEOs ambitious long range goals. (3) There is some unstated mistrust of Janet Durham, who is seen by other executives as a defender of the status quo and loyal to long-time employees.
“Finding and retaining a motivated employee is often about identifying individuals who “fit” your companys unique culture and who find the outcomes associated with high performance to their liking (see Chapter 2). Thus, managing motivation would seem to require a full understanding of both the organizations culture–the mix of role requirements and the rewards and penalties associated with various ways of behaving–and the values, interests, and needs of individuals.” (Dreher & Dougherty, 2001)
Training & Development
The discussion about training and development is brought up in a memo from Janet Durham to HR Staff on February 1, 2005. “Id like you all to start thinking about training strategy as well. If our training and development budget is tight — and I expect it will be based on previous experience — then our new hires must need minimal orientation. Well probably need to focus more of the budget on training managers to implement these changes. And of course, we should take a look at our HR policies and see if any of them could be updated to more strongly align with this new direction.”
“High-quality training and development in organizations is based on systematic thinking about assessing training needs, designing training solutions, deploying these solutions, evaluating the results of these initiativesDevoting resources to training is essential in a TQM environment and that performance measurement needs to be wide in scope and be at both the results and process levels. Both informal and formal training would need to occur.” (Dreher & Dougherty, 2001)
Solutions-Based Selling
Solutions-based selling will require our sales force to be more knowledgeable about emerging