HCM 4.0 # The Business-Centric Model for managing human capital: CHANGE OR BE DAMMNED # IS YOUR ORGANISATION READY TO MEET THE CHALLENGES OF INDUSTRY 4.0?

The INWARD APPROACH (“ readiness level” ) begins with an internal analysis of the firms strengths and weaknesses ( also called a resource-based approach) . It then goes to work on OPERATIONAL EXCELLENCE …the quality of its internal processes and delivery standards

Now HCM 4.0 Model begins to gauge the ORGAISATION READINESS to meet the business challenge. This means linking the internal strengths and weakness ( with a great emphasis on the strengths) to bring about a match between the dictates of the marketplace and business environment and the ground realities of the organization.

The Organization Readiness Approach (also known as Resource-Based approach) ; focuses managerial attention on the firm's internal resources in an effort to identify those assets, capabilities and competencies with the potential to deliver superior competitive advantages. Its indeed a soul search for the organization worded in these questions.

1. Does a company have a honest assessment of it strengths and weaknesses to address the strategic intent? OR “Can your Organization’s internal capability deliver its business goals?”

2. How do we best spread our finite resources with several competing priorities ?

3. What are the key driving forces of your business? (e.g. technology, distribution, competition, the markets) What are the implications of the driving forces for the people side of your business?

4. How can HCM really aligned with strategy implementation to activate the strengths and overcome the weaknesses? Which initiative should receive attention immediately (priority and pain areas) , and which can wait?

The right response to all this is creating and accurately measuring the HCM drivers in the process value chain . This translates into one question “… what do unit managers consider are the ‘performance drivers’ of each of their units? “An organization cannot aspire to market leadership in its chosen sector, unless it has the organizational capability to make this possible, its top executive team would be well advised to re-adjust its goals .

Organization Readiness Approach’s aim is to benchmark with best-in-class competitors. Competitiveness requires that leaders create organizational capabilities to move ideas quickly across boundaries in order to match strategic intents. HCM can make an impact on the performance of the organization through its people in such areas as productivity, quality, levels of customer service, growth, profits and, ultimately, the delivery of increased shareholder value

HCM4.0 MODEL - AGILITY TO RESPOND TO BUSINESS PROBLEMS

HCM 4.0 brings out a correlation between the Inward/ Outward approach ; which will ensure a meaningful strategy. HCM 4.0 focuses on the zone between organization capabilities and winning in the marketplace. Both the approaches must interlink for strategic excellence. In the final analysis –successful strategy is both detailed planning and excellence in execution. HCM must be focused on customer needs to become the voice that all ensures that all internal activity is focused on meeting the needs of the Customer in the Marketplace. The breakthrough approach rests on the agility to respond to business problems