How to develop career management systems

Whether you are an HR practitioner who is currently experiencing confusion related to the career development of employees, preparation of regeneration, the placement of new employees, long-term workforce planning, or development of employee competencies? If you said yes, one or several factors that I mentioned above then maybe your company is in trouble with the career management system currently owned. Career management is a potential directing all activities and interests of employees at each office or position in the company are aligned with the achievement of corporate objectives. Organization facilitate career management potential and interest of employees to be actualized in every level of the position or the level of work that exists in your company.Many company already have a career to manage it, but whether it has accomodate throughout the growing interest of the company's stakeholders? Along with the increasing competition the company expects employees to have multiple skills that can be directed to multi-tasking and responsive to changing business environment. On the other hand employee also expect the certainty and an opportuniy to do mobilit vertikan, occupy higher positions as they relate to the needs of self. Because it considers that the company has had a career system, then often neglected to make repairs. The new company realized to make improvements because of the many voices of dissatisfaction from employees associated with the promotion, as well as mutations of employees. And you may have just entered in the company and given the task to fix it. If so maybe the following steps can be a guide: First, consult the idea that your career system improvement ideas to the total number of senior leaders in your company and mints their commitment to support these programs. Second, analysis of current system conditions careers

Talent pool and manpower planning

Talent management believe that performance of organization depends on 20% employee. So they do talent mapping, and they get nine category that describe how many employee that ready to promote, to re educate, and to disposal. But some company has difficulty to connect this result to manpower planning.

The following statement can be considered to solve that problem

1. Understanding on the business strategic initiative
2. Develop competency model and competency standard for each job
3. Having an well developed competency based career & succession planning systems
4. Develop employee readiness program
5. Ensure that the line/customer is engaged in the process.

HR full capacity: How it's works?

According the very basic definition of factors of production: land, labor, capital and entrepreneurship, half of productivity comes from people, and it is the only organic component of productivity, the other half is inorganic. This definition including today's trend highlights why leadership and management is so important (Mohamed S. Haleem).


 The most difficult resources to manage is people, but if we can manage them successfully we can get high  competitive advantage. Manage HR not just doing best recruitment process, develop them, and maintaining them with high salary or other benefit, but also give him opportunity to get their aim from his lives. Make him satisfy, empowering them, and interact with him like a human being, not like robot or slave. 

After that we should measure how much their work time used to create value for organization. We can use work load analysis methods to record their work. There are a lot of tools, like work sampling, time study, motion study, or time and motion study. these tool almost same, but if you need to use the simple tool, use work sampling methods. The advantages of this methods is;

1.  use a little resources
2. easy to use
3. observer didn't have to get training before

Can you

Human Capital Metrics - Who is Being Measured

Talking about Human Capital is about create value from human resources that we have. We can improve their contribution if we can measure. Measuring HR contribution is difficult enough and much bias. In HR measurement tool we know process measurement and impact measurement or result measurement. We have a tendency to use process measures rather than impact measures.

There are a lot of HR measurements. When we talk about process measurement we can use time to hire, training hours per employee, workload analysis, etc. But if we use impact measurement a lot of HR practitioner use like % people improved performance, %ROI on training, etc.

For HR practitioner that handle 200+ employee's, perhaps it is no difficult, but  if we had a lot of employee, 23000+ employee organization, who will we measure? If we use proportional population, we still have to measure a thousand employee. If we use talent management concept,  we believe that organization performance depends on 20% employee's organization. Based on Pareto diagram, we can see who is in the 20% bracket. And the we can begin to measure HR contribution and improve their performance to create value added to company.


What is your opinion?