Key Points


  • The right facts—particularly causal facts—are the foundation of good decisions.

  • What people say is often at odds with what they do. One can avoid the say-do trap by also tracking critical events and actual behaviors.

  • Employees are not the only ones who sometimes say one thing but do another. The behavior of companies is sometimes at odds with their doctrine. For example, a company may say, “We encourage entrepreneurial behavior,” but then punish people who deviate from prescribed methods. It may publicly embrace teams and extol cooperation yet reward only individual performance.

  • Time is a key element in uncovering the facts about and root causes of many human capital problems. Only by looking at certain events over a period of years is it possible to determine the pace of employee advancement, pay improvement, and the actual causes of employee behaviors.

  • Neither the value of a human capital investment nor its rate of return can be determined without an estimate of the magnitude of its impact. Knowing only whether the impact is positive or negative is insufficient for making economic decisions.




Play to Your Strengths(c) Managing Your Internal Labor Markets for Lasting Compe[.  .. ]ntage
Play to Your Strengths(c) Managing Your Internal Labor Markets for Lasting Compe[. .. ]ntage
ISBN: N/A
EAN: N/A
Year: 2003
Pages: 134

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