To actively embed a robust Human Asset Management Strategy (HAMS) process into your organization, the organizational culture must reinforce the operating construct of the HAMS approach. One of the foundational norms is a culture of relevance which is also critical to a Human Asset Management Strategy. What does that mean?
We continually hear from our clients that they need dynamic thinkers who are intellectually curious from both a functional and enterprise perspective. They need employees who employ an integrated thinking approach regarding:
- their roles and their current and future skill / knowledge requirements (employability)
- their organization and their impact on the organization today and tomorrow
- the driving and changing forces of the outside world and that impact on their organization and their roles
The New Operating Context for a Robust Human Asset Management Strategy: The Relevance Factor
If the organization is operating in a dynamic environment, that environment must drive the role and competency benchmarks used based on the new operating paradigm. There is no room for static thinking.
Change Environments ARE Fundamentally different from Business as Usual (BAU) Environments
Just because an employee is good at a role within a more static, business-as-usual environment, doesn’t automatically mean the employee will be good in a more dynamic role. This is a foundational flaw that assumes the world of work has not changed and, of course, all employees can adapt because they are smart and ‘just can’. One knowledge and skill set does not automatically transfer to another.