To address these challenges iProCon HCM has, over the past 12 months, developed and deployed the Human Capital Capability Excellence Model (HCCEM™).
The model and its underlying tools and processes deliver several significant benefits:
- It helps the organisation understand what best practice actually looks like (in terms of managing change, people metrics and information systems, amongst other aspects related to human capital performance), encompassing both industry specific and cross-sector dimensions.
- It benchmarks the current state of the organisation against best-practice. Benchmarking allows comparison across regions, business units or individual locations as appropriate.
- Capabilities and Excellence are defined in terms of Levels. For example, Level 1 might be poor, whilst Level 5 is best practice. These definitions allow the organisation to define what level is desired and aim only as high as will deliver a positive return. If a business unit is at Level 5 in a capability where the organisation only requires Level 4, resources can be diverted to upskill other business units, or investment may be reduced.
- The definition of levels (for example Levels 1 through 5) provides a road map for transformation. Managers responsible for business units sitting currently at Level 2 can clearly see what is required in order to reach Levels 3, 4 and 5. This helps them understand the transformation journey, but in steps that are driven by the agenda set by the top team.
- Transformation progress reports become a repeatable activity that is baselined across the organisation as a whole. The nature of the tool allows reporting by exception to the top team: Who moved up a level in the past month? Why? Which business unit is lagging on the achievement of particular capabilities within the desired time frame? These progress reports become a significant leading indicator of future business performance.