HCM4.0 MODEL # bringing the voice of human capital into the boardroom

 

THE ROAD AHEAD – C-SUITE  MINDSET

HCM leaders have a long road of learning to become a full-fledged member of the C Suite by emphasizing  factors that CEOs care about the most. . The HCM chief has to stretch to become of  the leadership team or C Suite as it is now popularly called. It require not just to meet the perception barriers of HCM professed value but the ability and role of the HCM chief.  Forward looking CEOs should fundamentally remake HCM into a business unit that thinks like a profit center , functions independently  like a division , has its own way to track ROI to elevate itself into a full-fledged member of the C-Suite

HCM needs to start with a C-level mindset: think strategically, plan deliberately, and maintain a business outlook. The great HCM chiefs  need to be keen  observers  of the businesses environment facing their companies and study industry trends. HCM professional need to do some digging to find out your company’s top priorities, and align  initiatives centered around these priorities.  He must be focused on looking forward -anticipating change, understanding its impact on the people side of the business and managing this change It’s time for action and new ideas that can strengthen HCMs contributions to business success and clarify those contributions to others.

HCM 4.0 professional should be leading their businesses in understanding how to achieve optimal organization performance, developing a sense of where value is being created and lost in a business, and finding ways to increase value as core parts of the role. HCM chiefs  need to develop critical expertise about organization performance and capability and then bring that to life in new and creative ways for the businesses we work in. the message of HCM 4.0 must percolate down the HCM ranks since  top levels of HCM may  understand the business well, but the levels further down do not know how to contribute

  

HCM4.0 A BOARDROOM AGENDA

 HCM 4.0 has now a solid VALUE PROPOSITION for the C-Suite meetings and the Boardroom agenda!!! The effective HCM managers work precisely on  linking  the role performance and contribution  the  function against the overall organizational objectives. It is only then you can develop a STATEMENT OF INTENT that relates to the  fundamental people contribution to bottom line business performance Business centric HCM  involves looking at ways that human resources can make a direct impact on a company’s growth. HCM issues can be a difficult hurdle to cross for many companies 

The new organizational capabilities of HCM will deliver the results HCM really aspires for. These aspirations  shape  the agenda for HCM professionals who want to turn in their traditional administrative roles for ones centered  on creating strategic value. It aligns HCM  new-age performance criteria systems with corporate goals and strategies rather than traditional functional concerns. That calls for a well-defined outline of what organizations need, a reliable way of measuring ability and performance, and a clearer means of demonstrating that performance in metrics the rest of the organization cares about.

with best wishes

Dr Wilfred Monteiro