Human Capital Management by means of investments in 23 important practices – Part II

In the Harv. Bus. Rev., Vol. 85, March 2007 at 115, co-authors Laurie Bassi and Daniel McMurrer describe a framework of 23 human capital management (HCM) practices. Readers can find the first nine summarized previously (See my post of May 11, 2007.).

This post covers the final three categories, again with some rewording to fit law departments.

Knowledge accessibility includes four practices:

1. Availability: “Job-related information and training are readily available.”
2. Collaboration: “Teamwork is encouraged and enabled.”
3. Information sharing: “Best practices are shared and improved.”
4. Systems: “Collection systems make information easily available.”

Workforce optimization has five practices:

1. Processes: “Work processes are well-defined, and training is effective.”
2. Conditions: “Working conditions support high performance.”
3. Accountability: “High performance is expected and rewarded.”
4. Hiring: “Hires are chosen on the basis of skill; new hires complete a thorough orientation.”
5. Systems: “Employee performance management systems are effective.”

Learning capacity includes the five final human capital management practices:

1. Innovation: “New ideas are welcome.”
2. Training: “Training is practical and supports organizational goals.”
3. Development: “Employees have formal career development plans.”
4. Value and support: “Leaders demonstrate that learning is valued.”
5. Systems: “A learning management system automates aspects of training.”

With all 23 practices listed, I will explore them in later posts and link earlier posts to them as appropriate.

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