The Human Capital Development (HCD) Model

translating vision into action

Krauthammer assists clients worldwide in optimising the human capital framework of corporate change.

In close partnership with you, we clarify context and create coherence throughout your organisation.

Simply put, we make things happen through people.

The Human Capital Development model, which can be accompanied by our Human Capital Development Survey, is a tried and tested means of structuring the process.

All company levels have a task:

Top management: to translate vision into mission, values and responsibilities

Management: to translate mission into goals, bring values to life, improve the competence base

All employees: to ask:
- Do I understand why?
- Am I prepared to take this action personally?
- Am I able to do so?

Vision:
‘exists in someone’s imagination’. It is a ‘raison d’être’. To inspire, a vision must be permanent and comprehensive rather than time-specific and focussed.

Mission:
A mission or ‘challenging task’ is time-specific. We must concretely know when it has been accomplished.
Missions typically comprise the major strategic imperative of an organisation.

Goals:
these are intermediate steps in realising our mission and vision. Important for generating explicit, day-by-day direction, goals direct human energy and resources, creating a sense of security and an ability to measure effectiveness.

Values:
or ‘higher objectives’ strengthen our feeling of purpose and belonging. They provide a compass for decision-making and express our corporate identity.

Principles:
A rule for behaviour, a principle shows how we express our intentions in our actions, and forms our ethical code - the translation of our values into exemplary behaviour.

Responsibilities:
Having the right people on board with clear result areas, performance indicators and authorities (including access to means and resources). In this combination, responsibility actually implies accountability.

Competencies:
Every employee should use his or her true strengths - recognised both by employee and others. ‘Competency’ or ‘professionalism’ implies a level of mastery of talent that will ensure success in nine out of ten cases. (An ‘amateur standard’ is rich in lucky chances).

Meaning:
‘Does it make sense to me?’ helps us determine whether people buy into the vision because they see the purpose.

Willingness:
‘Am I motivated to contribute?’ Leaders promote engagement (not just compliance) and focus on aligning corporate and individual motives.

Ability:
the capacity – in terms of both means and skills - to do something professionally and well. ‘Establishing ability’ means enabling others – or ones-self – to complete something successfully, either alone or as part of a team.

人力资本开发(HCD)问卷

原则及宗旨

企业的成功和不断发展取决于企业中的每个人都能够全力以赴。这正是Krauthammer HCD 概念和问卷的基础。

HCD问卷用来衡量企业的各方面对激发每个人最大潜能所产生的影响——根据问卷结果，把资源直接投入到能激发员工潜能的方面上去，从而推动企业不断前进。

HCD 问卷是如何解读企业的？

问卷由104个问题组成，用来衡量企业的5个“根源”和8个“生命力”指标。

根源是企业的架构和进程藉由此衍生出员工的承诺。
例如：
愿景，使命，文化

生命力指标是从员工的角度揭示企业是否是健康的组织。
例如：
个人的成就感、受到的赞赏、成长的需求等

基于问卷结果，定制人力资本开发计划。

人力资本计划实施后，可以再通过HCD问卷衡量成效如何。的确，如果有必要，可以年复一年使用。