The Human-Capital Balancing Act
- Topics:
- Strategy Formulation
- Tags:
- Benefits,
- Business Structures,
- CMP Media,
- Compensation,
- Competency,
- Finance,
- Human Resources,
- Management,
- Strategy
- Source:
- CMP Media
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Overview: Human resources should be put on the high-priority list and managed like any other portfolio asset. One has been told to leverage existing staff and to do a better job of managing people so the IT organization can improve partnerships and integration with the wider enterprise. The staff has to be ready to bounce back when the economy does. Effective human-resources management requires more than some flextime and good intentions. Like other business objectives, it calls for a high-level focus on process and striving for higher levels of performance across the company. Establishing the right business environment—in terms of people hired, development opportunities, and ongoing performance-management and compensation reviews—is directly tied to higher levels of productivity. Portfolios should also list personnel/resource information and selection criteria based on a core set of competencies necessary for IT success. One should consider the project culture, such as the kind of environment that suits the project and who would thrive in it; technical competencies, such as the breadth and depth of knowledge in the particular subject area; and a candidate's commitment, reliability, and suitability.
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Format: HTML | Date: Feb 2003 | Pages: 3
