The Missing Half of Leadership Training

It is unsettling to me that companies are still looking to capture the perfect leadership competency model. The expectation is that the right skills can be developed for the right situation. Many people are operating under the belief that the right skills help leaders execute the plan. But, there are contradictions for every situation. A move that was logical yesterday, might be illogical today as a result of rapid change. Consistent business practices are only valuable in a consistent business climate, which is virtually nonexistent today.

For today’s leaders, mindset development must come before skill-set development. For instance, it is hard to become a better listener without developing curiosity first. Learning to look people in the eye, fight distractions, and ask appropriate questions are important, but they are simply mechanical skills. Being open to new ideas and processes, and remaining inclusive of others lets you really hear what’s being said – and put it to good use. This is what I mean by mindset. Mechanics can be applied and developed universally. Mindset is individual. Mindset is the true separator of talent, not technique.

Our leaders do not know how to manage the paradox between the need to be strong-willed and sensitive to the needs of the team. They struggle with balancing command and control and remaining collaborative. They struggle balancing between having the right answers and forming the right questions. Today’s leaders do not know how to manage the paradox that exists in protecting organizational heritage and tenets while driving change, or making the tough call while trying to create an inclusive working environment.

Leadership development must look beyond simple skill-set development and focus more on helping leaders navigate the paradoxes by helping them form the proper leadership mindset.

10 ways to know if you’re teaching mindset in your organization:

1. Are you teaching mechanics or principles? Teaching mindset is principle based. If you understand the principles, you’ll embrace the mechanics.
2. Are judgment and paradox involved in what’s being taught? Teaching mindset prioritizes judgment and introduces paradox. Judgment helps leaders navigate through change and develop adaptability.
3. Are debate and collaboration part of the learning process? Teaching mindset opens up valuable debate. Diverse opinions matter for teaching mindset.
4. Does your teaching emphasize compliance or progress – acknowledging that these aren’t mutually exclusive? Teaching mindset will emphasize progress as the priority. Progress is the reason for compliance, but progress sometimes requires a leader to improvise.
5. Is there a social component to your teaching where participants are asked to react according to their observations of others? Social interactions and reactions are important for mindset development.
6. Is your teaching pushing transactional or transformational outcomes? Teaching mindset helps leaders move beyond transactional thinking and bring valuable ideas and innovations to the table.
7. Do you emphasize personal values over conformity in your teaching? Teaching mindset invites participants to bring their own personal values to the training, allowing diverse ideas and solutions to emerge.
8. Is your teaching focused only on the present circumstances or are future needs and opportunities contemplated? Teaching mindset asks participants to anticipate future needs and opportunities as well as deliver results in the business today.
9. Do you value imagination in your teaching and training? Teaching mindset asks participants to be imaginative. Teaching mindset shouldn’t answer every question for participants.
10. Does your teaching encourage rote repetition or routine versus creativity? Teaching mindset demands significant creative thinking.

Five concepts to teach mindset:

1. Teach systems thinking.
2. Teach creative thinking.
3. Teach principles and values.
4. Teach judgment for paradox.
5. Teach transformational ideation. i

Leaders cannot be successful with skills alone. Organizations that recognize the importance of developing an innovative and adaptable mindset in their leaders are the ones that will experience the greatest success in the face of ever-increasing change.

Onward!

Tags: development, Leadership, mindset, skill, skills, skillset, Training

9 Leadership Blogs You Need to Be Reading

People with theories about leadership are a dime a dozen it seems, and everyone has an opinion.  Yet, when you search the Internet for solid, consistent leadership content it is surprisingly hard to find.  That is why we have scoured the Internet, and sought out some opinions to create this list of 9 solid blogs that we believe that you should add to your reading list.  Though we would love it if you made the Organizational Champion’s blog your first stop, we know there is more time in the day and there is definitely some great content out there that is worth your time.

Not all of these blogs are strictly about leadership.  What fun would that be?  But, they all have content that the well rounded leader ought to consider  Also, these blogs are listed in no certain order.  The best blog could be the first one we list, the last one, or one lost somewhere in the middle.  Let’s get started.

The Leadership Almanac by Gary Winters

We might be breaking our one and only rule about not putting this list in any certain order because there is a reason why we are listing this blog first.  If you had to choose one blog to read out of this list, this one wouldn’t be a bad choice.  Gary is always insightful, and his advice is earthy and useful.  Regardless of how strategic and “high altitude” our role becomes, being an incredible manager who makes real connections with our people is always of top importance.

The Corporate Curmudgeon by Dale Dauten

The Corporate Curmudgeon blog is a worthwhile read. Dauten’s articles tend to be a bit longer than other blogs in this list which makes it a good candidate for the times in your day when you need to step back from your job for a moment and take a break.  We put this blog in the list because Dauten is a source of original thought.  This blog isn’t merely a reverberation of the echo chamber.

Umair Haque

Haque isn’t specifically a leadership writer, in fact I don’t know if he has ever written specifically about leadership. He is an economist. But, before you roll your eyes and move on, you need to give this blog a chance. Haque has the unique ability to see beyond the horizon and connect the dots for his readers. He will challenge you to think beyond the status quo and he will change the way you lead your business. The economy is changing. Consumers are changing. If your business isn’t also changing, you might find yourself brushing up your resume.

Leadership Unleashed by David Peck

The Leadership Unleashed blog is updated regularly with good, quick-hit, thought provoking content.  David covers a wide spectrum of topics.

Leading Answers

This blog is focused on helping you become an agile leader. It’s machine gun approach to posting seeks to give you bite sized content that hones your leadership and management skills.

Positive Sharing

Some of the most admired companies create an atmosphere of creativity and fun.  This blog talks about the value of bringing happiness back into the workplace.

Practically Radical by Bill Taylor

Bill does a fantastic job of taking today’s headlines and giving keen insight and analysis that will help you sift through the noise.

Lead On Purpose by Michael Ray Hopkin

Lead On Purpose is directed mostly toward product managers. However, it isn’t hard to pick out useful insights regardless of your job description. Product managers find themselves in an interesting predicament. They have to influence others in the organization without having direct authority to do so. Michael takes general leadership principles and applies them to product managers.

Leading Blog by Michael McKinney

McKinney pulls out an eclectic mix of topics and provides helpful reviews from the world of leadership and gives thoughtful analysis in his blog. McKinney endeavors to challenge and stretch our understanding of leadership.

If the fact that this “top 9″ list is not a “top 10″ list bothers you then help us find another blogger with something interesting to say about leadership.  We want to find more good content.  If you know of another must-read champion blogger out there, please post a link in the comments.  Also, if you write for any one of these blogs, we would love to hear from you.

Onward!

Tags: blog, blogs, Leadership, read, recommendation

The 18th Century called, and they want their educational system back…

Don Tapscott, CEO of business strategy think tank nGenera Insight and author of Growing Up Digital and his latest book, Grown up Digital recently submitted an article on The Huffington Post titled, The Impending Demise of the University. His article challenged the traditional approaches to learning at the university level and encouraged universities to emphasize collaboration over lecture, and discovery and critical thinking over memorization. While this is nothing new as major educational institutions are working to re-engineer the university model, the speed and scope of the re-engineering process seems to be following the extremely slow pace of academia. Facilities, tenure, and accreditation processes are the sacred cows that might just keep universities tweaking a dying model instead of disrupting the model altogether.

Colleges and universities need to race to adopt an enterprise model for education. Every other institution does – government / military, religion, and business. Education could benefit by creating a more open source environment where more information is shared more often by more people. The speed of business has increased significantly around the globe. Therefore, so must the speed of education. Speed comes from an enterprise approach where the best theories don’t just come from the research labs of the Ivy League, but rather from anywhere both inside and outside the institution.

Some of you might challenge the integrity of education. But just like the best ideas, theories and content can come from anywhere; we also have evaluators, critics, and reviewers that can validate these theories from around the globe. More people are contributing and more people are evaluating. And more students are discovering their own opinions in the process, thus becoming critical thinkers.

Our organization is fortunate to work with the world’s largest university, and their size isn’t getting in the way of needed change. The University of Phoenix is on the move taking a decentralized, collaborative and interactive approach that brings timely opportunities to its students and corporate clients through its many partnerships around the world. Look for the University of Phoenix to be one of the key leaders in driving a new and valuable disruptive model for higher education.

Tags: blog, demise, Don, editorial, huffington, news, Tapscott, universities, university

From Diagnosis to Prescription – The Champions ECChO Report

Over the past year, SVI’s research team and technology team have worked together to create an assessment and report behind The Organizational Champions brand that is unique to all other assessments out there. This was quite a challenge since there are so many that measure anything from one’s personality traits to strengths & weaknesses to performance.
In the development of the Champions ECChO assessment and report, we operated behind five core principles:

Champions ECChO should be valuable and informative: The information needs to be relevant to the challenges that businesses and its leaders face today. The information also needs to be presented in a way that acknowledges the uniqueness of every individual. Therefore, we customized the information from the assessment according to each individual’s unique findings. Broad categories are broken down to anchors and anchors are further broken down to specific tips and recommendations.

Champions ECChO should be cost effective: After a significant amount of research and number crunching, we were able to establish the Champions ECChO as the low cost leader of validated leadership behavioral assessments. For under $20, anyone can purchase the Deluxe report that provides coaching tips, recommended action items, and trending data.

Champions ECChO should be valid and accurate: Credit Autumn Manning, SVI’s director of research. She is relentless in making sure we have thoroughly tested and validated our findings. The validation process came from thousands of surveys, hundreds of interviews, and hundreds of hours in analysis.

Champions ECChO should be clear: There should be no confusion of what is being assessed and why. ECChO is an acronym for Enlightened, Connected, Change-makers, who are Opportunity-minded, which represent the core principles behind organizational champions. Each core principle is supported by anchors that confirm the attributes of the most successful leaders, champions, in today’s economic, social, and political environment.

Champions ECChO should be applicable: So many assessments and their reports deliver a diagnosis – an analysis or opinion of what’s wrong. Few give a prescription – recommendations that can be taken to improve the diagnosis. The ECChO, not only provides the analysis, but it also gives the recommendations to improve based on your unique findings.

I’m extremely excited about the ECChO tool and the value it can bring to the Organizational Champions community because of its ability to meet these five objectives.

I invite you to take the Champions ECChO assessment at  www.championseccho.com. I’m confident you’ll find it enormously valuable to you and your development.

Onward!

Tags: assessment, ECChO, free, Leadership, OrganizationalChampions, theorganizationalchampion, tool

The Organizational Champion Webcast – Ep. 05

 

 The Organizational Champion Webcast - Ep. 05 [31:55m]: Play Now | Play in Popup | Download

Show Notes:

In the News:

The Best of Behance: Best of Behance’s 99% Conference: 13 Tried and True Practices For Making Ideas Happen.

http://www.fastcompany.com/blog/linda-tischler/design-times/best-behance-13-tried-and-true-practices-making-ideas-happen

The ECChO Model:

ECCho Discussion:

I. Recap The Definition of a Champion
II. Discuss the Model (Quick Overview)
III. The Enlightened Leader

Why is this important for leaders?

What is the value proposition of a company being led by enlightened leaders?

What is the value of a company producing enlightened leaders?

SPONSORS:

The Organizational Champions Podcast is sponsored by www.ChampEm.com.
Production considerations for the Organizational Champions Webcast by www.sviworld.com.

Tags: champion, enlightened, leader, organizational, Podcast, webcast

Don’t Dominate, Cooperate

Yesterday I returned from a 3 day Champions conference that our team facilitated at Horseshoe Canyon Ranch in Arkansas. We were fortunate to work with a very impressive team of emerging champions in this most beautiful setting. The conference focused on the importance of resilience in today’s complex economic environment; and the ranch was the perfect place to set up many challenges from cliff-walking on a via ferrata to spelunking through a tight speleo box. These challenges definitely provided lessons in resiliency for everyone.

The overall team was split into three separate teams with the single objective of each team capturing 300 points within 2 hours through 7 different challenges. Each of these teams began these challenges early in the morning and none of them succeeded. No team even got close to the proper point totals. Therefore, we asked them to attempt to capture the points again, only this time with better planning. After their second attempt, one team captured the point totals and the other two teams failed again.

At the third attempt, when all participants were completely drained, we demanded that all teams succeed. At this point, the teams all got together, planned together, and worked together. In less than two hours all three team s had succeeded despite their exhaustion. Only by coming together was success ensured by all.

This simulation in resiliency debunks some popular philosophy. Ayn Rand, a Russian-born American philosophy, founded the philosophy of objectivism that claims that the highest moral purpose in life is the pursuit of rational self-interest and happiness. Objectivism states that our only true responsibility is self-preservation.

Taking things a step further, we have Charles Darwin’s natural selection philosophy, which focuses on the emergence, growth, and dominance of the fittest organisms. Organisms with the most favorable phenotypes tend to thrive, thus supporting Darwin’s belief in the “survival of the fittest.” Applying Darwin’s theory in a social context, we are a highly competitive society in which only the strongest survive.

Whether or not they’ve read Rand or Darwin, some business leaders share these views. They may not feel good about hurting the competition, but they believe it’s the natural thing to do in a dog-eat-dog world, a matter of self-preservation.

Champions have a different view; one espoused by, among others, Martin Nowak, the director of the Program for Evolutionary Dynamics at Harvard University. In his study “Five Rules for the Evolution of Cooperation,” Nowak determines that our society’s health is based upon our ability to cooperate and help each other. He uses Darwin’s natural selection process to support his theory as he describes two types of organisms: dominators and cooperators. Cooperators actively contribute to each other’s benefit. Dominators provide no support and are given no support by others. Dominators go it alone.

Dominators are stronger than cooperators and therefore increase in number. Over time, cooperators vanish because of natural selection. Without cooperation, natural selection favors dominators. A cooperator on its own will lose to a dominator on its own every time. Ironically, however, a community of cooperators achieves the highest level of fitness. A community of dominators occupies the lowest level. Over time, dominators struggle to survive as a species while cooperators thrive.  In other words, helping each other works better than isolating ourselves.

We saw this principle applied over the past few days at Horseshoe Canyon Ranch. Without cooperation, these teams would have never reached the goal set before them.

Onward!

Tags: ayn, champions, cooperation, cooperator, corporate, darwin, domination, dominator, rand, Training

I’ve Been Laid Off: What Can I Do to Be More Marketable?

Over the past few months, I’ve had a number of discussions with people who unfortunately found themselves unemployed. I’m truly empathetic to their situation as I’m often reminded—there but for the grace of God go I. Bad things do happen to good people, and in these times it seems nothing is secure.

These are crucible moments for people—periods of intense heat. But consider this; the most extraordinary people have lost and have experienced tragedy, failure, and pain. Walt Disney and Henry Ford went bankrupt. Donovan McNabb got benched as the quarterback of the Philadelphia Eagles a couple of weeks ago. Dr. Ben Carson, the world’s best brain surgeon barely got through high school. Wendy Kopp was told by the world’s smartest people that her Teach for America concept was a crazy idea and would never work. Look at these people now. I could list hundreds of names of people who had really bad things happen to them, only to recover stronger than ever before. These people and others like them have taught me a few things about rebounding from tough circumstances. Maybe these points will be helpful to those of you in a state of flux in your career. If this is you, consider these points as you work to re-establish yourself.

1. Get perspective – while your pride might be damaged and you’re struggling to pay the bills, focus on the big things: You won’t go hungry, you have people who love you, and there are better days ahead.
2. Discover yourself – Use this time to gain a sense of personal purpose. Ask yourself some questions: What do you love? How do you uniquely contribute to society? If you could do anything, what would it be?
3. Gain a sense of mission – Don’t just look for a job, look for a mission. Remember a quote by Dr. Howard Thurman—“Don’t ask yourself what the world needs, ask yourself what makes you come alive and do that, because what the world needs is people who have come alive.”
4. Sell out to it – Eagerly pursue the things that make you come alive. Your passion will be more appealing to an employer than your resume.
5. Persevere – Develop resolve and let your actions keep your mind occupied through setbacks.

Tags: downturn, economic, employment, hired, strategy, unemployed

Jim Stengel’s Final Words as P&G’s Chief Marketer

Kim Partoll of AOL is a cutting edge, high performance champion.  She sharpens and inspires me. She’s also a tremendous source of knowledge for me as I write The Organizational Champion. She forwarded me this final speech from Jim Stengel – and wow! does he get it. Jim has brought himself personally to his amazing career and he sees the significant worth of living with a strong sense of purpose. Jim’s comments are below:

Jim Stengel’s presentation at Association of National Advertisers Masters of Marketing conference in Orlando, Fla., on Friday was also his last as CMO at Procter & Gamble. He took the podium to look back at a company he joined in 1983 as a brand assistant, and to delineate the five lessons he’s learned about brand building.

“We were a company with $11 billion in sales, and now are one with $83.5 million in sales and 24 $1 billion brands. So it’s steady and sustainable and remarkable growth journey.” He says it’s also all about growth in terms of what the company stands for. “We have a tendency to over complicate things. The simpler the better, the simpler the more profound.”

Five lessons he’s learned: why five? “It’s my favorite number. I was born on 5/5/55.”

Lesson One: Put people at the center of all you do. Treat your people the way you would want your customers treated. “We too often forget brands are people. It’s the collective intent of people behind them,” he says.

“I have learned in my career that the most important legacy is the impact you will have with the people you work with. We all have rough months, rough years, which blend together, but what you will remember is relationships and people.”

Lesson Two: Engage your heart and mind in everything you do. Says Stengel, “We need balance. Too often as an industry we approach everything with head, not heart. We often talk within P&G of personal relationship as a metaphor for marketing. How many of us internalize that and apply it to how we approach business and customers?”

Stengel brought in audience participation: What’s characteristic of great relationships? He asked. Trust, respect, love, humor were some of the responses. “If we thought about everything we do in marketing, if they all tried to emanate from this idea of great relationship we would do and measure things differently.”

He offered brands other than P&G’s as examples: Apple, Southwest Airlines, online shoe company Zappos, and Amazon.com. “What we find with the strongest brands is they have strength and competitive advantage in emotional areas that drive brand,” he said.

Lesson Three: Results. “In our industry we tend to make things complicated, focusing on activities that don’t drive brand,” said Stengel. “Why are CMO tenures short? Look at organization designs across companies; they are all over the place Too much spend goes to short term and tactical that doesn’t build loyalty and relationship with consumers.”

He asked, rhetorically, why many CEO’s and CFO’s don’t value marketing. “Because too much we focus on a bustle of activities, not the few things that drive growth of brand. Sales are important but if you don’t look at other measures of brand health, you are being short sighted.”

Lesson Four: Creativity is about solving problems. We too often have the wrong discussion with agencies. We talk fees, etc, short term stuff, not how to come together about how to create a powerful brand.”

The last lesson led into a preview of what Stengel plans next: have a purpose. “I am devoting the next chapter of my life to this mission. He cautioned that, by purpose, he doesn’t mean cause-based marketing, but an inspirational, motivational reason for being. “For example, Nike’s purpose is to build self esteem, to be an inspiration for athletes around the world.”

The purpose of Pepperidge Farm Goldfish? “To bring optimism to children. Old Spice? To help guys navigate the seas of manhood,” he said.

Next he will form a new venture called Jim Stengel, whose mission, he said, “is to be catalyst and change agent globally to lift marketing to a higher level of purpose and performance,” he said. He said he is writing a book, Package Good, which he says builds a business case for purpose marketing.

Stengel’s last public statement as a P&G employee, at least at the ANA: “If you have been inspired by these lessons, make a personal commitment to try to bring some of this to life in your organization. We have so much talent, we spend so much money,” he said. “We can lift this to a higher level together if you take this back and make some personal commitments.”

reference: by Karl Greenberg / Karl Greenberg can be reached at karl@mediapost.com

Tags: AOL, brand, career, champion, inspire, jim, Leadership, marketing, organizational, P&G, purpose, stengel

The Four Types of Employees

Over the next few blog posts I am going to be building the groundwork towards an article that is bouncing around in my head. There are some things that we need to go over first.

Companies have employees in every shape, background, personality type and, well this list could go on and on. The point is, as managers we have to evaluate a multitude of employees to find the next generation of leaders. This is a daunting task that I would never dream of diminishing, but the truth is we have to evaluate and know our teams in order to be successful.

In the same vein, we have to evaluate our own careers and career paths. Checking the gauges every once in a while is necessary and important. The hard decision to go somewhere else may need to be made.

There is an illustration that we use at SVI to better understand our employees, our team, and our selves called The Four Types of Employees.

In this illustration employees are measured along two spectra. The first spectrum measures productivity, and the question is simple. Are we productive or not in our role?

The other spectrum runs vertically and it measures how inspired or engaged we are.

When we lay these spectra over one another we get a matrix that helps to illuminate and describe our current job situation or state of mind. It looks like this:

The Mole

Here is how it works. Let’s start in the bottom left corner. This is someone who is neither productive nor inspired. We have all encountered these people. They tend to suck the energy out of everything they touch. They are energy vampires. In most organizations, if there aren’t extenuating circumstances, they aren’t long for the world. They tend to move on to another job or are asked to leave.

The Worker

If we move to the right, we see the worker. The worker is productive and very capable. She has more than likely been at her position for a long time. There is nothing in her day that really challenges her because by this time she has it all figured out.

As managers, we tend to like workers. They get their job done with little to no supervision or complaining. However, there is a problem. Workers don’t tend to stay workers for long. They either lose interest and become moles or they leave for greener pastures.

The Dreamer

This that guy with all the plans and schemes who never seems to do any of them. He talks a big game and his energy can be quite infectious, but has little or no track record. The people are fun to be around. Their energy can be intoxicating, but be careful and don’t be fooled. Dreamers are dangerous if left unchecked. Dreamers can leave teams frustrated and confused because they are constantly casting new and sometimes conflicting visions of the future. Dreamers rip teams apart.

When the day is done, if you will pardon the expression, the proof is in the pudding. In spite of all the glossy team-building/leadership-building/leadersoftomorrow mumbo jumbo, it is still about getting your job done, hitting your marks, and being excellent in what you do. The trick is to be extraordinary. The trick is to be a game changer. The trick is to be transformational not transactional. That brings us to the final corner…

The Champion

This person is both inspired and productive. This person plays at the next level. This person stands out in a crowd. She is a maverick, but not at cost of the company. She isn’t afraid to attack problems when they arise even when it leads to a course of action that isn’t popular.

Don’t ask yourself what the world needs. Ask yourself what makes you come alive, and go do that, because what the world needs is people who have come alive.” -Gil Bailie

This quote by Gil Bailie captures the heartbeat of what it takes and what it means to be a champion. On its face, the quote seems to be counterintuitive. It seems to prompt us to go against what we have been trained to do our whole lives and become selfish or self-indulgent. However, upon further examination it starts to make more and more sense.

Imagine a team of people who are inspired and productive, and who do it from a drive that lies within each of the team members. Who wouldn’t want to be on that team?

Are you a champion? Do you want to be a champion? These questions are the very bedrock on which this blog is built. We have to build the foundation in order to proceed.

Tags: employee, evaluate, evaluating, Leadership, planning, succession, Training

Is HR Using the Wrong Numbers?

HR has a problem. When the economy goes south, certain HR activities and budgets are generally the first on the chopping block. Training and development, for instance, are considered luxury items in today’s struggling economy. Yes, they are seen as providing benefit to the company, but they are not seen as required.

Cashiers scanning product is required. Trucks moving merchandise is required. Accountants counting is required. Training cashiers, truck drivers, and accountants? Beyond complying with law, it is not seen as required.

And yet, for years company after company has conceded that training and leadership development does have a positive impact. How many companies, for instance, claim that there number one resource is people. Unfortunately when the people in charge of people development (HR) come to the board room, the door is firmly closed.

Are executives within these companies being disingenuous? Are they simply choosing between the lesser of two evils? Whose fault is this?

Today, I began reading an article on effective onboarding strategies. As any good research paper should do, the authors of the paper initially defined the performance criteria (i.e. metrics) that they chose to distinguish best-in-class onboarding from the rest. I have to tell you that I was immediately struck (and not in a good way) by the metrics that they chose. Here they are:

1. Retention rate of new-hires
2. Completion rate for onboarding tasks/activities
3. Time-to-productivity (as in, time it takes to get through the onboarding process)

In my opinion, these metrics are just plain wrong and the HR industries insistence on keeping them (and measures like them) near and dear is why HR is seen as a luxury item and not a necessary value-add to the organization.

In other words, we in HR, are to blame for our predicament.

The reason why I say that is that none of these numbers have anything to do with what matters most to those who control the purse strings – bottom line results. The only way that HR will be viewed as a necessity is if they start using numbers, accepted by executive-level management, that show the impact of HR activities on the organization’s profit, growth and value.

If you believe that retention rate, onboarding completion rate and onboard completion time is connected to bottom line results, stay tuned. Over the course of the next few blogs, I will address each measure individually and attempt to show to you that they are not the right numbers for HR.

Tags: capital, HR, hr value proposition, human, onboarding, payout, resources, scorecard, turnover