When When BarryBarry met met SammySammy

meet barry

Barry joined the organization in

2001…

meet sammy

Sammy joined as Marketing

Manager also in 2001…

Barry cost $782…

amortised over 10 years, that’s

$78.20 per annum

Sammy costs the organization $189,742 per

annum

Barry came with…

…that was scanned and attached

to the depreciation schedule

Sammy came

with…

…that was lost after she was hired

Each year the accountants value…

Each year Sammy’s value…

But this increase is not

recorded anywhere.

Upgrade

After After 5 5 yearsyears……

AGAIN this upgrade cost is noted in the depreciation

schedule

Master Degree in Digital Design

considered one of

the Best Talent

in the se

ctor

After After 5 5 yearsyears……

AGAIN her new skills are not listed

neither is the cost of study

Each year, the CEO formulates a

strategy

Barry does not know his part

of the strategy

neither neither does does

SammySammy

Both keep doing their jobs hoping

they are aligned to the strategy

Barry does a great job

Clients comment on how successful the company must

be to have such a nice Regional Board Room

Everyone is proud of Barry

and the Board Room

Sammy develops the best Digital Campaign the organization ever had

Sales increase by

40%

She feels good about this

but…

No-one gives her credit

for her work

Barry gets a promotion

He is to represent the organization in its head office

board room

Sammy is not aware of a vacant position for…

She hears about the role after it has

just been offered to a person with…

less experience

less formalqualifications

and knows nothing about the

organization

…as he was appointed from outside the organization

SammySammy gets gets frustratedfrustrated……

…and request a meeting with HR

President

The meeting is booked

here

As Sammy enters the board room, she meets a young accountant who has

just finished valuing Barry

The accountant introduces Sammy to Barry…

…as she explains that Barry is one of the organization’s most valued assets

The accountant has a lengthy record of

Barry’s performance over the years…

Barry’s Net Value to the organization,

locations Barry has served,

and net costto the organization

Barry has cost the organization

$703.80

Sammy has cost the organization

+$2,000,000

…and has made the company

10 x 2,000,000 = $20,000,000

…but this is not recorded

anywhere.

As the president of HR walks in,

Sammy asks him…

“Do you know what I

do for the company?”

“Do you know how much you have

invested in me?”

“Do you know what I can do for

the company?”

“Don’t be like that, you

are one of our most

valued assets.”

In that moment, Sammy knows that the organization knows more about a chair than about her

She knows the organization has

spent more time…

Valuing

Developing

Recording

…capabilities of a chair

than they have with her.

What does this What does this meanmean

In most organizations, Human Capital

management processes are still in the

Industrial Age where…

…people are viewed as a costrather than an asset.

Most organizations cannot find talent

within,…

…leaving existing employees feeling a

distinct lack of appreciation.

Most organizations don’t inventory their employees capabilities and skills, therefore…

…roles are filled externally.

Most organizations have moreinformation on their board room

chairsthan their senior executives

Sad but True.

Financial systems are

mature,

Human Capital systems in

their infancy.

Reporting systems are based on Industrial Age thinking…

Information Age thinking is about people

not dead Assets – sorry Barry

BarryBarry met met SammySammy……

but that’s where it ended, just like most careers with companies that can’t adapt

to change.

Come to the Information Age of Human Capital -

Find your Find your peoplepeople

Know your Know your peoplepeople

Manage your Manage your peoplepeople

For the full story on “When Barry met Sammy”,

please go to:

http://www.peoplestreme.biz/when_barry_met_sammy.shtml