Capability builder & signature experience

8/31/13

This week, we also explored the role of HR as a capability builder.

An organization is defined as a distinct set of capabilities. HR's role as a capability builder is to help define and build such capabilities (The RBL Group, 2012). This action can be fulfilled by conducting a capability audit which provides leaders with a picture of their capabilities and allows them to work on improving these and building new ones according to the company's strategic direction and vision (Ulrich et al, 2012, ch. 5). By conducting a capability audit, HR is also acquiring information that helps it shape the future of the organization, its unique story and define a brand strategy with the purpose of attracting talents that will fit in to it.

In a presentation by Tamara Erickson titled "Signature experience: finding your firm's unique path to employee engagement" (2007), she offers some meaningful insights on how to engage the future workforce. She maintains that although there are no universal practices, the influential pattern is as follows: individual preferences, corporation's values, HR policies and practices and day-to-day work environment.

In class, as we considered the importance for an organization to be clear in defining its brand in order to be the employer of choice for prospective employees, I also realized that for a major corporation whose history and culture are well established , creating a signature experience on a large scale must be a significant challenge. It must require HR creativity. In this context, one my questions to the SHRM communities was:
   
     Would it be more beneficial for a big corporation to define its signature experience on a smaller
     scale? Perhaps broken down into business segments or based on individual roles and 
     responsibilities?

Dobrin (2013) replied that based on her experience with both large and small corporations, the smaller scale provides for a more intimate experience which can be beneficial in the long run. I understand her position on this question because the intimate setting facilitates HR's ability to work closely with management to support the employee throughout her tenure. This interaction helps maintain the signature (employee) experience. Brand strategist and author Brett Minchington (2011) proposes that "Companies that segment and align the employee lifecycle as part of their employer brand strategy will benefit from maintaining high levels of engagement, productivity, customer satisfaction and profit".

The screen shot below is of a brief capability assessment of the audit team at work. Overall, the results show that it is a solid group of committed and talented individuals who work together to deliver accurate and timely information to the clients. We are strong on articulating and sharing strategic point of views and strategic agenda, especially during times of business expansion. Although we have a solid leadership team, we need to develop an effective method that would lead to building leadership depth through the group.

References:

Minchington, B.,  (2011, November 23). Delivering a signature employment experience. Retrieved from http://brettminchington.com/free-resources/strategy/130-delivering-a-signature-employment-experience.html

Erickson, T., (2007, April 26). Signature experiences: finding your firm's unique path to employee engagement. Bright Horizons. Retrieved from 
http://www.brighthorizons.com/conference/PP/Bright%20Horizons_Signature%20Experiences_TJE.pdf

The RBL Group, (2012). The 2012 HR competency model. Michigan Ross School of Business. Retrieved from http://rbl.net/index.php/hrcs/index/overview

Ulrich, D., Younger, J., Brockbank, & Ulrich,M . (2012). HR from the outside in: six competencies for the future of human resources. SRHM. ISBN978-0071802666