Every time you think about developing or expanding your business, the first thing you look at is not technology or space, but your own staff. Will they be able to realize their plans or will they fail at the most inopportune moment?
Applying the necessary personnel contributes to the achievement of tactical and strategic results. The terms personnel, HR, HC are not an evolution of concepts at all, they are an indicator of achievability.
The higher the level of human resources, the more trust management has in relation to employees and vice versa. A higher level allows you to implement a greater number of different strategies.
The matrix of correspondence between the types of employees and their ability to learn and change is presented in the figure below, where X is the effort that comes from employees when making changes or implementing a strategy.
0. Lumpens. Despite the fact that these people have outdated knowledge and skills, as well as destroyed potential, they quietly spread throughout the organization and are not always easy to detect. The fact is that they are blindly devoted to the organization to the point of aggression, combined with their own selfishness. They can camouflage themselves until retirement. The main functions they perform in the organization: consumption of resources and resistance to any changes, even sabotage.
1. Personnel. This type of employee can occupy up to 100% of people in an organization, especially in those in which a systemic crisis is raging. Not adaptive, not learning, but dedicated to the organization. They can only do routine work. Driven by motivators.
2. Personnel. Usually account for up to 70% of the organization. Motivation is mainly material; they are partially responsible for the results of work. Learning is perceived partially, mainly for personal purposes. For them, the organization is an incubator. They perform routine work with elements of creativity, their horizons are limited by personal goals, they are weak team players. They are unwilling to invest effort for the future. More dangerous than frames, because they cannot be immediately recognized - how can one suspect a person of lacking potential when he is eager to learn and develop?
3. Human resources. The number of such employees in an organization usually ranges from 0-30%. Employees of this group want and are ready to change, but are limited due to different opportunities. They will be ready to support the development of the company until it loses its pulse. They think in terms of business, the team, and the values of the organization. Broad-minded, they do any feasible work.
4. Human capital. Unfortunately, such employees are only 0-10%. We are ready to invest efforts in the future development of the company, think in systemic categories, and are as active as possible with a high degree of responsibility. Develops himself and through himself the organization. Broad outlook and varied skills.
5. Fractal. The coolest employees of your organization, if any. They can change themselves consciously and voluntarily, if necessary, from any format to any other. Today he is Lumpen, and tomorrow he is capital. The main difference from others is that when the form changes, the content itself does not change, that is, they do not experience feelings of anxiety, sleep peacefully at night, in general, real professionals. Why do they need transformations? - in order to best complete the task. They are able to wait for years to achieve their goals or the company's goals. Essentially, these are the superheroes and supervillains of the employee world.
Why is it so important not to allow a large presence of category 0-2 personnel in the organization? The fact is that they represent a clearly ordered system, order, while employees at levels 3-5 represent chaos. Remember the examples of the death of developed civilizations that represented order - barbarians (chaos) always stood on their ruins.
Chaos is always stronger than order, because... is an order of a higher level.
Do you have enough clutter in your organization?