Prof.

Jann Hidajat Tjakratmadja

EXECUTIVE BANDUNG
 REFLECTION
1. People are the only element with the inherent
power to generate value. All the other
variables offer nothing but inert potential. By
their nature, they add nothing, and they
cannot add anything until some human being
leverages that potential by puting its into play
(Jac Fitz enz The ROI of Human Capital, 2000, p. xii).

2. After a view years away from their MBA

programmes, most managers report that they
wish they had focused more on people
management skills while in school (Margaret
Wheatly, Leadership and New Science, 1994 p. 144).
Values of Knowledge Assets (Intangible
Assets)

3
 INTRODUCTION:

WHAT IS HUMAN CAPITAL

VERSUS HUMAN RESOURCES?

03/20/17 4
 PEOPLE IN ORGANIZATION
PEOPLE MGT EVOLUTION EVOLUTION

HC
Customer

HC Strategy

HR Practice

Administration
Focus

TIME
a. Knowledge is information that changes
something or somebody either by
becoming grounds for action, or by making
an individual (or an institution) capable of
DIFFERENT or MORE EFFECTIVE ACTION.
Peter F. Drucker, in: The New Realities.

b. Justified belief that increases an entitys

capacity for EFFECTIVE ACTION (Ikujiro
Nonaka, Organization Sciences, 1994).
c. Knowledge is a CAPACITY TO ACT (Karl
Eric Sveiby, The New Organization Wealth:
Managing and Measuring Knowledge Based
Assets, 1997)

03/20/17 Knowledge Management 8

Knowledge (tacit and/or
explicit knowledge)
which are embedded in
KNOWLEDGE WORKERS,
is the most important
and significant asset,
need to be manage.
a. Explicit Knowledge = documented in
print or audio-visual material or encoded
in databases
b. Tacit Knowledge = not articulated, not
documented or not encoded knowledge.
c.03/20/17
Tacit : Explicit Knowledge
= 80% : 20%
Management 9
 HUMAN CAPITAL
1. The human capital idea centers on viewing
PEOPLE AS CAPITAL whose value to an
organization can be enhanced through
INVESTMENT IN HUMAN DEVELOPMENT.
2. As with any investments, an organizations
goal is to MAXIMIZE THE VALUE OF ITS
PEOPLE to INCREASE ORGANIZATIONAL
PERFORMANCE CAPACITY,
3. And thus its VALUE TO CLIENTS AND
STAKEHOLDERS, while managing the
related COSTS AND RISKS
03/20/17 10
WHY LEARNING/LIVING COMPANY?

INNOVATIO
CONTINUOUS N
LEAN
IMPROVEMEN
MANUFACTURING
T

BUSINESS
JUST IN COMMITMENT PROCESS
TIME TO REENGINEERIN
PEOPLE LEARNING
G
BENCHMARKIN
SIX SIGMA
TOTAL G
CHANGE
QUALITY
MANAGEMEN
MANAGEMEN
T
T
LEARNING AS A BASIC OF TRUTH
 8 Competitive Challenges
Ahead
1. Globalization
2. Value Chain for Business Competitiveness
and Human Capital Services
3. Profitability Through Cost and Growth
4. Capability Focus
5. Change, Change, and Change Some More
6. Technology
7. Atracting, Retaining, and Measuring
Competence and Intellectual Capital
8. Turnaround is Not Transformation
 THE REAL QUESTION IS:

"How can HC create value

and deliver results?"

HC creates value by engaging in

activities that produce the
employee competencies and
behaviors the company needs to
achieve its strategic goals.
Human Resources
Framework
 Conclusions??
Group-1: ?

Group-2: ?

Group-3: ?

Etc
 Dealing effectively with HC
issues is essential for all
managers.

The HC staff supports all

managers in carrying out HC
responsibilities that produce the
employee COMPETENCIES and
BEHAVIORS the company needs to
achieve its ORGANIZATIONAL
CAPABILITIES.
McGraw-Hill 2004 The McGraw-Hill Companies, Inc. All rights reserved.
THANK YOU!