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Pioneering the measurement and ultimately the valuation of Human Capital is a fundamental goal for The Marple Partnership, and a major challenge. But most of our challenges come from our Clients. Through the application of our processes and our Competencies they look to us to create in their organisations:
a climate of Continuous Improvement
aided by cross-cultural Change Management
aligned through coherent Communications Programs
integrated through comprehensive Competency Development
Their Problems are our Challenges. See how yours match up. Click on the topic below that holds the problems your organisation faces, to see what The Marple Partnership can offer to resolve them:
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- Management team doesn’t work together
- Employees don’t buy in to company objectives
- Strategy and objectives not understood below management level
- Employees resist change
- Middle Managers resist change
- Top Successors scarce and unprepared
- Customer turnover too high
- Employee satisfaction levels not high enough
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- Knowledge Management
- We don’t have the skills to achieve strategic objectives
- Too many turf/”nimby”/not invented here issues
- Islands of excellence aren’t copied
- Hi-potentials leave
- Customer satisfaction levels not high enough
- Can’t measure return on any HR investment
- Can’t tell if international assignments add value
- Admin functions too expensive/inconsistent/ineffective
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- Training costs are high with no evidence of benefit
- Middle managers not capable of promotion
- Management turnover too high
- Employee turnover too high
- Mistakes are not allowed
- Asking for help means weakness
- Too many mistakes in recruitment
- Individual objectives not aligned with corporate goals
- Assessment process seen as disciplinary chore
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- Employees show no responsibility for achieving objectives
- Absenteeism is too high
- Absence of trust in management/between departments
- Growth difficult even in favourable market
- Volume grows, but not the bottom line
- Employees have wrong/inadequate skills
- HR is reactive only
- Too much dead wood
- Incentives reward the wrong behaviour
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- HR seen as management agent
- Head Office instructions are “misinterpreted” in the field
- HQ ignores country operations’ needs and opinions.
- Customers lose out through:
- divisional/departmental/territorial/arguments
- quality and delivery not owned by employees
- Too many expatriates
- Not enough managers with international experience
- Mergers mean multiple packages, policies and practices
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