To future stakeholder,

Imagine, if you will, a world where companies exist to better the human condition, a world where Talent only ever joins companies whose causes they value and missions they believe in, a world where companies are measured as much by the health of their Human Capital as by their financial capital, a world where what an individual or company contributes determines their worth.

This world is possible, if not for the misalignment of a company’s workforce 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 excellence, reinforcing the status quo, with emphasis on ‘playing the game’. In this world of work, what you contribute is no more important than who you know; and 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 that fuel above average organizational performance. Most metrics are lagging indictors, that measure systems not people, with little future impact. Most programs and practices are ineffective because most minds are uninformed and antiquated.

Investors and executives need to think differently about how they evaluate their company’s health and fitness; to shift perspectives away from viewing people as cogs in a machine to a more human approach that values individual competencies, capabilities and contributions; in order to better measure and manage the value that human capital brings to, and creates for, organizations through individual and organizational performance.

Managers need a more informed means to evaluate Talent; with access to data that supports diagnostic level analysis. They need the ability to see collectively, the big picture and the long view; to connect dots once unable; to better address Human Capital health and symptoms that inform threats and opportunities.

Talent needs the means to view internally a company’s organizational capital, to evaluate their own fit, to interface and integrate their Talent profile with a company’s HRMS to cut down on time to apply, onboard, and contribute, and to manage their own Human Capital.

It is precisely because our Talent is our most valuable resource that they must also become our most valued and invested in resource.

To contribute to building such a world, I founded HumInt Labs with the mission to disrupt how Talent is valued and companies are invested in, to teach organizations and stakeholders how to do better. Better Talent, workforces and organizations lead to better companies, economies, and societies. But above all, it leads to a better world of work. And what a world it will be.

Hason Greene
Founder
HumInt Labs