Letter from the Founder
To future stakeholder,
Imagine, if you will, a world where companies exist to better the human condition, a world where people only ever join companies whose causes they value and missions they believe in, a world where companies are measured as much by their purpose, people, potential and pillars as by their performance, a world where what an individual or company contributes determines their growth.
This world is possible, if not for the misalignment of a company’s organization in service to a singular mission. This happens when companies have employees who do not share their leaders’ beliefs. They have competing commitments. In effect, efforts to ensure fit fall off after recruitment, causing companies to employ a ‘follow the leader’ routine. This creates a culture of conformity over diversity, reinforcing the status quo, with emphasis on ‘playing the game’. In this environment, what you contribute is no more important than who you know; who you please is as important as what you achieve. Technology does well to manage administrative functions but little to leverage talent, and less still for the interactions and conversations that fuel business and personal growth. Evaluations are lagging indictors, looking backward, with little future impact. Current metrics measure systems not people, and programs and practices are ineffective when minds are uninformed and antiquated.
Leaders need to think differently about how they assess their company’s health and fitness; to shift perspectives away from viewing people as units and dollars to a more human approach that looks at individual competencies, capabilities and contributions. It is precisely because our people are our most valuable resource that they also need to be our most valued and invested in resource.
Managers need a more informed and transparent means to assess talent; and access to people analytics that support behavior based decisions. They need the ability to see collectively, the big picture and the long view; to connect dots once unable; and to better address talent threats and opportunities.
Talent needs the means to view a company’s internal talent portfolio, to assess their own fit and manage their own development and career track. In addition, talent profiles should travel with individuals cutting down on time to apply, onboard, and contribute.
This world is possible, and what a world it wold be. It is why I built HumInt Labs with the mission “to teach people and organizations how to do better”. Better people, workforces and organizations lead to better companies, communities, economies, societies and a better world.
In the words of someone else, paraphrased here, “It is time we put the human back in Human Resources” and to start measuring true human capital.