Forum Views - May 2023
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FORUM VIEWS - MAY 2023
based organizations, digitally enabled HR services, retention
and removal of people, people analytics, and more.
In a recent webinar, I asked participants to answer two
questions:
1. In the last few days (weeks/months), what have been
your priority topics (things you are working on as a
company or individual)?
Answers included talent, talent review, employee
engagement, great resignation, headcount, improving
leadership, sharing vision, annual salary increases, and
DEI.
2. Whom have you been having conversations with about
these topics?
Answers included HR team, business leaders, and
employees.
But many of the issues in today’s dialogues are extensions
of previous discussions. Like other fields, HR may be prone
to fads, quick fixes, shiny objects, or the “initiative du jour”
where re-labeling and re-packaging occurs.
So how can business and HR leaders avoid quick fixes,
evolve ideas, and cumulate ideas so that they have more
sustainable impact? Let me suggest three steps for making
progress.
Classifications or typologies affect daily lives and all types of
work and make choices or work easier by organizing
separate items into categories:
• Restaurant menus are organized into food categories:
appetizer, drinks, main course, or dessert.
1. Create a taxonomy (or typology) to classify HR work.
• Libraries or bookstores are classified by type: fiction
crime, mystery, poetry, or science fiction; and and
nonfiction biography or self-help.
• When choosing classes or a career, individuals can
search by category: STEM, business, education, art, etc.
• Investors can create an investment portfolio based on
categories: equities, bonds, commodities, cash, etc.
• Biology uses the Linnean system of ordering plants and
animals from domain to species.
• Psychology uses the Diagnostic and Statistical Mental
Disorders (DSM5-TR) system to define types of
psychological disorders.
• Engineering work is categorized into chemical, civil,
electrical, and mechanical specialty areas.
• Accounting assesses information in balance sheets,
income statements, cash flows, and equity documents.
• Etc.
In each case, the categories are stable, and innovations
occur on the items within the categories.
We have suggested the need to organize disparate people
and organization initiatives into an integrated human
capability framework with four elements that are stable and
37 initiatives that change and can be classified into the four
domains (figure 1).
We have validated this framework with survey methodology
(Organization Guidance System work with over a thousand
organizations) and machine learning (Governance and
Guidance for Growth through Human Capability [G3HC] work
with over seven thousand organizations). The framework
provides stability with the four domains and innovation with
the 37 initiatives.
Figure 1: Human Capability Framework
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