Article Summary a) Central Idea Presented by the Author the research problem or
ID: 390037 • Letter: A
Question
Article Summary
a) Central Idea Presented by the Author the research problem or hypothesis of the second investigation.
a.1) Narrative Summary of the Content. Point that bases the central approach of the author.
a.2) Reaction and Comments
What do other authors point out? (In the event that positions are presented in favor or against the author's position, or alternatively, you can consult other references.)
a.3) Added Value (knowledge of reading) and its position of the results
The Influence of Good University Governance on Human Capital
ABSTRACT
Objective – This paper examines the influence of Good University Governance (‘GUG’) on Human Capital (‘HC’) and
Quality, as well as the influence of CUG on HC through the use of Quality. Methodology/Technique – This research uses an explanatory survey design. The data was collected by visiting state
and private universities in Indonesia that offer an S1 Accounting Study Program. Twenty cities were covered and responses to 70 questionnaires were processed. The influence of GUG on HC was analysed using a Structural Equation
Model (SEM).
Findings – The study found that GUG has a significant positive effect on Quality and GUG has a significant positive
effect on HC. However, the influence of Quality on HC and the indirect influence of GUG on HC through Quality were
negatively significant. Overall, the total influence of GUG on HC was positively significant.
Novelty – This study suggests that GUG improves HC and the Quality of services in Indonesian universities. However,
improved quality of HC seems to lead to a deterioration in the quality of university services. Further, quality of services
fails to mediate the influence of GUG.
1. Introduction
1.1 Background
In recent times, more attention has been paid to intellectual capital because of its ability to shift from an
intangible to tangible asset (Hartati, 2014). Sawarjuwono and Kadir (2003) state that globalization,
technological innovation and intense competition have forced companies to substantially change the way
they run their businesses. Over time, companies have begun to realize that their businesses cannot be
sustained unless they are seen as knowledge-based rather than merely labour-based entities.
Competition is more intensive in the field of education than in business sectors. Nowadays, universities in
Indonesia are competing to provide World Class University (WCU). Intellectual capital is now seen as the
backbone of improving competence. It is anticipated that intellectual capital, which includes human capital,
structural capital and consumer capital, will become a major consideration in this inter-university
competition.
Radianto (2013) has found that although human capital may affect performance directly, it is essential to
improve structural capital and consumer capital as they also have an affect on the performance of higher
education. The present state of human capital in accounting study programs in Indonesia lacks in terms of
performance. Furthermore, Muktiyanto (2016) has found that GUG mediates the application of management
techniques, management accounting practices and the selection of strategic priority study programs either
directly or indirectly.
Fortunately, intellectual capital has now begun to receive increased attention from community
organizations, research centers and universities. Extending beyond the conventional, profit oriented mindset,
developing human capital in universities has become a matter of great interest in the development of the
nation’s intellectual capital; after all, the primary purpose of universities is to produce and disseminate
knowledge (Canibano and Sanchez, 2005).
A university is a non-profit organization with different structures than private companies. However,
universities tend to have a long lifecycle. In addition to focusing on its main function - the production and
dissemination of knowledge - universities need to improve competition and services, and enhance their
reports to stakeholders regarding the progress being made with respect to knowledge development,
contributions to transparency, and increased trust (Constantin, 2005).
2. Literature Review
2.1 Definitions of Good University Governance (GUG) and Human Capital (HC)
The notion of Good University Governance (GUG) was first developed by Muktiyanto (2016) and departs
from the concept of the Good Governance (GG), which is known as Good Corporate Governance (GCG) in
business sectors. In the face of rapidly changing economic conditions as well as technological and social
advances, higher education in the modern world needs to improve its role as a center of intellectualism, while
maintaining its relevance in prevailing social conditions (Indrajit and Djokopranoto, 2006).
Higher Education institutions experience many privileges compared to other institutions in recognition of
its basic function, namely education, teaching and discovery or innovation (research), otherwise known as the
Tri Dharma Universities. These functions define the role of universities in society (Sukirman and Sari, 2012).
Intellectual Capital, which can be categorized into human capital, structural capital and relational capital, is
linked with the responsibility of carrying out the 3 responsibilities of lecturers in Higher Education:
education/teaching, research and community service. It is therefore necessary that faculty performance is
measured correctly and that sufficient rules and regulations are put in place to regulate performance in
accordance with the expectations of the Tri Dharma (Meilianti and Frisko, 2013). According to Schermerhon
(2005: 33), human capital is defined as the economic value of human resources related to ability, knowledge,
ideas, innovation, energy and commitment. Human capital is a combination of knowledge, skills, innovation
and a person's ability to perform their duties, which enables them to achieve specific goals.
According to Wijatno (2009), GUG is the application of the basic principles of the concept of good
governance and the process of governance in higher education institutions, through various adjustments made
based on the values that are central to the administration of higher education. A healthy governance system is
very important for the effective operation and accountability of universities. At the strategic level, GUG is
particularly important to national economic and social development, as well as maintaining high public
confidence. Henard and Mitterle (2010) state that the role of universities needs to be supported in various
educational settings — college, undergraduate, graduate and professional, research and public service
Dwiyani Hadiwidjaja, Ali Muktiyanto
3
Acc. Fin. Review 3 (1) 01 – 08 (2018)
through implicit or explicit elaborations of the structure of their authority and diverse stakeholder demands.
Furthermore, universities offer various services, through various service providers. Hence, they are inherently
complex organizations. Therefore, GUG is not a single or a merely administrative entity; its responsibility
can only be fulfilled through collective efforts involving the participation of all relevant stakeholders.
2.2 Hypothesis Development
A university is an institution that is strongly associated with increased economic growth and community
participation. This is not only because of its capacity to create and disseminate knowledge, but its role in
recruiting talent, developing new ideas, enriching quality of life and culture as well as inspiring change.
Higher education is also related to changes in the economic and political environment, as well as the mobility
of students. Reform of higher education is continuing, particularly in countries belonging to the Organization
for Economic Cooperation and Development (OECD). One important focus of this reform is Good
University Governance (GUG) (Muktiyanto, 2016). Lecturer performance is a product of GUG; it has a great
impact on improving the quality of lecturers. However, research regarding lecturers and academic ranks is
still sparse. Based on this, the following hypothesis is proposed, aimed at filling this gap in the research:
H1: GUG has a positive effect on HC.
Hardjosoedarmo (2004) suggests that it is difficult to precisely define quality when it is not associated
with a specific context. It can however be said that quality refers to the characteristics of a product or service
as specified by its users or consumers. Further, quality can continuously be improved. However, it should be
noted that quality represents a subjective assessment by the consumer, so it is determined by consumer
perceptions concerning the product or service. The National Accreditation Board for Higher Education-BAN
PT (2010) of Indonesia has developed some suggestions for measuring the performance of services to
students in its book titled: Matrix Assessment Form and Self Evaluation. The performance rank depends on
the type of service provided to students, its utilization and of course, quality.
The measurement focuses on assessing the ability of the university to provide its students with access to
services that can be used to foster and develop reasoning, interests, talents, artistic endeavors and overall
well-being. The types of services assessed include (1) face-to-face lectures, (2) learning through media, (3)
academic administrative guidance services, (4) guidance and counseling, (5) interests and talents, and (6)
service scholarships. The measurements are made by looking at all or part of the service provided to students
and their use of those services. Following this, it is necessary to examine the quality of those services. Based
on the above considerations, the following hypothesis is proposed:
H2: GUG has a positive effect on Quality.
Intellectual capital is an intangible asset that is no less important than tangible assets; many studies have
shown that intellectual capital affects the financial performance of endeavors such as research. Darmawati, et
al. (2005) has examined the relationship between corporate governance and firm performance. The results of
that study show that corporate governance has a statistically significant effect on ROE, but does not effect
Tobin's Q. Therefore, the following hypothesis is proposed:
H3: GUG has a positive effect on HC through Quality.
Human Capital Management manages and develops human capabilities to achieve a significantly higher
level of performance. Individuals produce and use knowledge and skills (human capital) to create intellectual
capital. The performance of study programs depends on the type of services provided to students, their use of
those services, and of course the quality of those services. Lecturer performance is a product of GUG; it has
the ability to impact the quality of lectures provided to students. However, research on lecturers and
academic ranking is still sparse.
3. Research Methodology
3.1 Population and Sample
The study population includes 585 academics engaged in undergraduate accounting study programs in
Indonesian universities, listed with the Accreditation BAN PT 2016. The selection of undergraduate
accounting study programs as the sampling field and its program chairpersons as respondents was prompted
by the fact that the chairpersons are familiar with the terms in the measurement of indicators of this research,
in particular management accounting terms. This will make it easier for those respondents to complete the
questionnaire. The sampling method used in this research is the judgment as recorded through purposive
sampling with criteria (Hartono, 2007). The sample covers the same program of study in 20 cities (Bali,
Gorontalo, Jayapura, Jember, Makassar, Manado, Padang, Pangkal Pinang, Pekanbaru, Pontianak, Solo, Palu,
Purwokerto, Surabaya, Ternate, Medan, Yogyakarta, Aceh, Semarang, and Jakarta).
The data was collected between July 2016 and November 2016. The study was conducted via direct visits
to state and private universities offering undergraduate accounting study programs in the abovementioned
cities. In any event, 89 undergraduate accounting study programs returned the questionnaires. This resulted in
a total of 70 questionnaires that were used for data analysis.
3.2 Identification of Variables
Variable Latent Variables Observed/ Indicator
Exogenous Variable: GUG
1. Academic Ethics (ETHICS)
2. Transparency (TRAN)
3. Accountability (ACCOUNT)
4. Responsiveness (RESPONSE)
5. Fairness (FAIR)
Endogenous Variable: Human Capital Functional Academic Lecturer (KEU)
Mediation Variable: Quality Quality of Higher Education in the form of Academic Services (KUA)
3.3 Research Model
Based on the studies presented in the literature review, a model of the fit hypothesis between Good
University Governance (GUG) and Intellectual Capital (IC) with mediation variables: Quality (KUA) was
4. Results
4.1 Results from the Measurement Model
The GUG of the study programs is considered to be relatively positive. All indicators reflect that the GUG
variables and have met the validity and reliability requirements. The ACCOUNT indicator shows the biggest
reflection of GUG followed by RESPONSE, TRAN, FAIR and lastly, ETHICS (See Table 2).
5.1 The Influence of GUG on Human Capital
The test results show that GUG has a significant and positive effect on HC (t-value = 4.86; the estimated
coefficient = 0.05). The overall positive effect of GUG on HC is also significant (t-value of 3.27; the
estimated coefficient = 0.03). This confirms that when ethics, transparency, accountability and responsive
management practices of study programs are enforced, HC will increase. An environment that is conducive
to GUG will therefore achieve optimal performance in terms of achieving the objectives of Tri Dharma
College.
5.2 The Influence of GUG on Quality
The results show that GUG has a significant and positive effect on Quality (t-value = 6.72; the estimated
coefficient = 0.05). Similarly, if GUG is increased, then the service quality of the study program will also
increase. Hence, study program management practices that uphold ethics, transparency, accountability,
responsiveness and fairness will contribute to the continuous improvement of academic service quality.
5.3 The Influence of Quality on Human Capital
The results show that Quality has a significantly negative effect on HC (t-value = -4.34; the estimated
coefficient = -0.46). This means that the higher the quality of service provided to students, the lower the HC
of the study program will be. This is a result of the time used to serve students which reduces the time
available to lecturers to dedicate to research, to obtain further education and to become a ranked study
program member.
5.4 The Influence of GUG on Human Capital through Quality
The indirect effect of GUG on Human Capital through Quality was significantly negative (t-value = -3.69;
the estimated coefficient = -0.02). Further, the indirect effect of GUG through Quality as measured by the
HC of the study program ranking was also significantly negative. This is due to the fact that lecturers spend a
lot of time on student services which reduces their time available for pursuing further activities needed to
become a ranking study program member. With respect to this, it is important to note the study by Meilianti
and Frisko (2013) which states that the components of HC at a university, particularly in Indonesia,
encompasses 3 responsibilities of higher education: teaching/education, research and community service.
6. Conclusion
This study has investigated and analyzed the effects of GUG on HC and Quality, as well as the indirect
effect of Human Capital through Quality. The results of this research confirm the general view that GUG is
able to enhance HC as well as the quality of services provided by universities. However, the higher the
quality of services, the lower the HC of the university. In addition, the results show that quality of services
has no mediating influence on the effect of GUG on HC, i.e., the higher the quality of service provided to
students is, the lower the universities’ HC is. This is most likely due to the time drained by faculty in serving
students, which reduces the time available to dedicate to research, obtaining further education and in
advancing their academic levels. The following recommendations are made for further research in this area:
1. It is suggested that the study sample be expanded to include not just the heads of the accounting
study programs in the 20 regions, but throughout Indonesia.
2. Further research should seek to examine the differences between state universities and private
universities.
3. Research should control the accreditation needs of each university so that apples can be compared
with apples (at the university level).
This study also has some limitations. The initial sample consisted of only 70 universities, consisting of
mostly state universities and a few private universities. It is necessary to distinguish in the future between
these two categories. In addition, the role of accreditation of each university is yet to be examined. Hence,
future research should examine all universities in Indonesia, including both state and private universities,
with due regard to the accreditation of each university. Finally, the quality of services needs to be reexamined
not as a mediatory variable, but as an exogenous variable that has a direct impact on HC.
KUA ETHICS Quality TRAN KEU ACCOUNT GUG RESPONSE Human Capital FAIR Figure 1. The Research FrameworkExplanation / Answer
i will provide a paper writen by me only for the discussion. please go through this paper which will help you to find solutions to the said issues.
HUMAN CAPITAL TALENTUM ANALYTICS -
A FOCUS STUDY ON SCHOOLS OF BUSINESS (SOBs) IN TELANGANA & KARNATAKA
P. SIVA REDDY
A B S T R A C T
In the Digi-Era of Internet Of Things (IOT), Virtual and Viral Technologies, Artificial Intelligence (AI), the Analytics reshaped and redefined the Science of Workforce. By the Year 2025, 75 % of the Total Workforce will be Millennials, yet, large percentage of Millennials prefer Non-Profits, Small Business or Entrepreneurship. (www.oracle.com).An Intuit Global Study predicts that by 2020, the 40% of the Gig Economy will be the Contingent Workers. The Golden Age of Human Capital Management shifts from Employee Engagement to Employee Experience enroute Employee Turnover. According to Bersin by Deloitte Research (2018), the Average Voluntary Turnover Rate is 13 % and it impairs the growth indices (PwC,2017). Lack of analytic acumen or skills among HR Professionals (HBR)has caught fire recently with a welter of reports, books and commentary. In the light of the above, Human Capital Talentum Analytics (HCTA) emerged as one of the most predictive and a powerful tool that attracts, hires and retains talents resulting increased revenue, customer satisfaction or market share. (Tommy Cohe, CVO, InfoMart).
Human Capital Talentum Analytics (HCTA) can be defined as a systematic collection, analysis and interpretation of workforce data that is pivotal in identifying, tapping, recruiting and retaining the best talents in a unique manner. In the Era of Big Data, HCTA provides a blue print for Schools Of Business (SOBs) in Telangana (71) and Karnataka (115) to leverage ‘Talent Pool’ by the use of Data Analytics. The voluminous, velocity and variety of data is the basis for ‘Talentum Analytics’ and silos, skills, strategies offer solutions at every stage and entire process of ‘Talent Management Cycle (TMC)’. The study is empirical and provides actionable insights on integration of HR Practices into Talentum Analytics, building-up more effective and efficient ‘Talent Pipeline’ and offers suggestions to enhance the performance and productivity of the organisation besides reducing time-to-hire and increasing quality of hire and revenue.
Key Words: AI, CVO, HCTA, IOT, SOBs, TMC
** P. SIVA REDDY, Research Scholar, ANU & Assistant Professor, SMS Department, LBRCE, Mylavaram,
Human Capital Talentum - The Primer
Whether the Artificial Intelligence (AI), Robots and Machines will take over and lead the Human Race to the Humanoids? (The Hindu, 2018)[1]The Pulse Feedback Tools, Employee Wellness Apps, Augmented and Virtual Reality Tools (VRTs), Human Talentum Analytics will amplify the Talent Management Process (TMP). In the Gig-Economy, there is a paradigm shift from ‘Brain Drain’ to ‘Brain Circulation’ enroute ‘Brain Gain’. The 21st Century can be viewed replacing Low-Skilled Workers by Robots while Knowledge Workers are displaced by Algorithms. The neuroscience and the mobility develop ‘Talent’ while the global mindset, the networks and the innovative capabilities characterize creative talent.
By the Year 2025, 75% of the Total Workforce will be Millennials, yet, large percentage of Millennials prefer Non-Profits, Small Business or Entrepreneurship. (www.oracle.com).An Intuit Global Studypredicts that by 2020, the 40% of the Gig Economy will be the Contingent Workers.The Golden Age of Human Capital Management shifts from Employee Engagement to Employee Experience enroute Employee Turnover, from ‘Employer Brand’ to ‘Employer Trust’, from ‘Employee Engagement’ to ‘Employee Experience’. Employee Experience is an Eco-System that syncs the 3-Dimensions viz.,(a) The Employee Engagement, (b) Culture and (c) Performance Management. (Chee Tung Leong, 2017)[2]. According to Bersin by Deloitte Research (2018), the Average Voluntary Turnover Rate is 13% and it impairs the growth indices (PwC, 2017).Lack of analytic acumen or skills among HR Professionals (Harvard Business Review, 2017) has caught fire recently with a welter of reports, books and commentary.
Despite doom and gloom economic scenarios, the MNEs around the World are facing with the shortage of ‘Talent’ (Farndale, Scullion, & Sparrow, 2010)[3]and difficulty in finding Passive Talent’ (Recruiter Sentiment Study).[4]Countries are competing globally to acquire, retain talents that contribute to competitiveness, innovation, and growth(GTCI, 2017)[5]. According to the GTCI, China and India are the new rising stars in the Global War for Talent. Talent is a core ingredient to all organisations and Acquisition of Talent is an art but Retention is a science of management. There is a great demand for highly valued and high-caliber managerial talent.
Talent Sourcing and Recruitment face tremendous pressure. Talent and skill shortages are widespread, hence, attract and retain talents that contribute to competitiveness, innovation, and growth (GTCI & Deloitte, 2017)[6]. It is the moot point of all organisations around the world to attract, develop, and retain a needed supply of critical talent(Coy, P., & Ewing, E. 2007)[7]. Global Talent Management (GTM) Practices are unique, vary and each country may need a different set of practices, slightly different approaches with local optimization. MNEs are encouraging the Configuration, Customisation and Consolidation (3Cs’) of Talent Management Practices at Glocal Level with Enterprise Resource Planning (ERP) Software eg., SAP, ORACLE, MICRO SOFT DYNAMICS etc.,
Table - 1: Global Talent Competitive Index - A Kaleidoscope
Rank
Country
Rank
Country
1
2
3
4
5
6
7
8
9
10
Switzerland
Singapore
United States of America
Norway
Sweden
Finland
Denmark
United Kingdom
Netherlands
Luxembourg
11
12
13
14
15
16
17
18
19
20
Australia
New Zealand
Ireland
Iceland
Canada
Blezium
United Arab Emirates
Austria
Germany
Japan
Source: World’s Most Talent Competitive Countries, INSEAD, in partnership with Adecco and
Tata Communications, 2018, p.13.
Human Capital Talentum Analytics - The Lexicon
The term ‘Talent’ is derived from the Latin word ‘Talentum’ means ‘Sum of Money’, a marked ability or skill, the potential or factual ability to a skill better than most people.[8]Talent is the High-Output Turbo-Charged 6-Cyl. Engine that connects competitiveness and innovation for today’s globally interactive connected mobile economy. The talented people are those who have exceptional abilities and they are successful in a range of activities or in a specific field. (Rothwell, William J, 2008)[9].Finding, having and retaining the right Talent, at the right place, at the right time, and at the right price is an important global issue for every enterprise (Briscoe. D, Schuler. R,2004[10]&Tarique, 2002).[11]
From the perspective of pedagogical intervention, the concept of talent is considered as a component of giftedness (Feldhusen, 1986)[12]The phrase ‘War For Talent’ was at first coined by McKinsey & Company in 1998 when the economies were burning white hot, the Recruiting and Retention are in frenzy, the Dot.Com (.Com) bubble burst, the NASDAQ crumbled, and fears of recession spread.
Gary Becker developed ‘Economic Theory’ in 1975 and defined ‘Human Capital’ is the sum of the current and future economic valuation of the skills and capabilities embodied within all the individuals that make up the total workforce of the organisation (SSE, 2015). Human Capital is defined as the acquisition of knowledge by an individual during his/her life and uses it for productive purposes either in market or non-market circumstances (OECD,1996).[13]The contribution of ‘Human Capital’ to organisational performance can be measured, weighed and modeled by HR Analytics.(Boudreau and Ramstad 2007, [14]Hoffman et al., 2012[15], Huselidet al., 2005[16], Huus, 2015[17], Lawler et al., 2004)[18].Human Capital Talentum Analytics (HCTA) can be defined as a systematic collection, analysis and interpretation of workforce data that is pivotal in identifying, tapping, recruiting and retaining the best talents in a unique manner.
The Human Capital Analytics for Managing Workforce from simplest to most sophisticate are classified into 6-Types viz., (i) Human-Capital Facts, (ii) Human-Capital Analytics, (iii) Human-Capital Investment Analysis, (iv)Human-Capital Forecasts, (v) Talent Value Model, and (vi) Talent Supply Chain.(Thomas H. Davenport et al., 2010)[19]. Leading-Edge Companies viz., Google, Best Buy, Sysco, and others adopted the DELTA (High Quality Data, Enterprise Orientation, Analytical Leadership, Strategic Targets and Analysts) Approach of Talentum Analytics to enhance their competitive advantage, productivity, engagement and retention of top talent, and then replicating their successes.
CHATBOT, a Singapore OCBC Bank in-house mobile app, a holistic HR in Pocket, a Resource Center for submission of Leave and Claims, Tracking Medical and Lifestyle Benefits, and Internal Job Postings. Cognizant’s Analytics revealed that employees who blogged were more engaged and satisfied. The Augmented Reality (AR) and Virtual Reality (VR) Tools for Talent Acquisition, the Disrupted Recruitment Practices viz., GetLinks or Arya are some of the HR Talentum Analytics effectively lowering costs and obtaining candidates with the better fit.
The HR Analytics Team would be responsible for devising, designing and developing Models, Dashboards and Talent Pipeline that attracts, develops and keeping workforce. Talent Decision Support Systems (DSS) must be evaluated in terms of Return on Investment (ROI). Topple HR Thinking with the Digi-Solutions, have to learn how to ‘Be Digital’ not just ‘Buy Digi-Products’, Integration of HR Analytical Framework with other functions and ensuring safety and security is the prime concern while constructing HCTA Framework.
HCTA in Schools Of Business (SOBs) - The Policies and Practices
Talent is encapsulated in individuals and as such it cannot be codified, duplicated, sold, or easily transferred from one person to another. In other words, it is the ‘Humane’ in ‘Human Capital’ that makes it a unique, distinct, and irreplaceable resource.(Bhanu Prakash.K& Chandra Prasad. J. 2014)[20]. India, a Global Talent Hub, the Single Largest Producer and Provider of World-Class Talent offering 1 in 4 Graduates to the World (EY, Higher Education in India: Vision 2030)from the Esoteric and Meta-Physical to Modern Times with over 799 Universities, 39071 Colleges and 11923 Stand-Alone Higher Educational Institutions (AISHE, 2017)[21]. The aspects of Talent Acquisition, Development and Retention, Employee Value Proposition (EVP) in Schools Of Business are examined from the view point of Talent Management. Talent Acquisition requires thinking deeply about the EVP and Staffing Processes while EVP comprises of Organisational Culture, Work, People and Rewards to promote the organizational features that allow it outwardly and generate loyalty internally. Staffing includes both Recruitment and Selection Processes. The Talent Development Process focuses on long-term and facilitates Learning. Retaining Talent requires long-term thinking and creative planning. The designing of consistent and coherent model of HCTA can be easily aligned with business strategy (Andres Hatum, 2010[22]).
In the Era of Big Data, HCTA provides a blue print for Schools Of Business (SOBs) in Telangana (71) and Karnataka (115) to leverage ‘Talent Pool’ by the use of Data Analytics. The voluminous, velocity and variety of data is the basis for ‘Talentum Analytics’ and silos, skills, strategies offer solutions at every stage and entire process of ‘Talent Management Cycle (TMC)’.
Objectives of the Study
The study is empirical and innovative provides actionable insights on integration of HR Practices into Talentum Analytics, building-up more effective and efficient ‘Talent Pipeline’ and recommends policy measures to sharpen the saw for building the talent retention pipe line in Schools Of Business (SOBs) in Telangana and Karnataka that is an innovative, state-of-the art and integrated in nature. It also offers suggestions to enhance the performance and productivity of the organisation besides reducing time-to-hire and increasing quality of hire and revenue.
Methodology of the Study
The Vision, Mission, Goals and Objectives, Honorarium / Remuneration and CompensationPolicies of the SOBs are evaluated from the perspective of Strategic Planning; the Qualifications, the Teaching Pedagogy (Case Studies / Live Projects / Conceptual Focus / Content-Context/ Situation-Scenario), Competency Development Programs like participating in Conferences, Seminars, Workshops and conducting FDPs/FDWs,Industry - Academia Orientation, Mentoring, Career Counseling and Consulting and Analytical Exposure(SAP / ORACLE/ Microsoft Dynamics)of Faculties (Professors / Associate Professors / Assistant Professors)are considered and examined. The Admission Process and Practices (GMAT/ GRE/CAT/MAT / Other Scores), Digi-Class Preparation and Participation (OHP, PPTs, MOOCs etc.,), SIP, Career Placements of Students forming the basis for the study.
Sample Design
The Stratified Random Sampling is adopted for collecting the data and the sample is confined to 20 SOBs in Telangana (in and around Hyderabad and Secunderabad) and 40 SOBs in Karnataka (in and around Bangalore) only. The Interview Protocol Method was adopted for the study and the responses are elicited from the Chairman / President / BODs, Faculty, Students and Chief Human Resource Officers(CHROs’)of SOBs in Telangana (20) and Karnataka (40).
Results & Discussion
The empirical evinces reveal that there are commonalities in the areas of institutional culture, leadership commitment, program implementation, and program evaluation. Talent Development Program Administratorsand Participants (CHROs’)opined HCTA is considered as an investment strategy, institutional priority, engrained in the existing culture, and Retaining Talent in SOBs could have become a significant issue before CHROs’.
Exhibit-1: Incubating and Retaining Talent in SOBs - The Critical Insights
Source: HarshitBhavsar (2014)., Talent Management - Effective and Future Strategies, www.talenthunt.com
It is also observed that HCTA Practices are still relatively nascent in SOBs and ‘Quality of Hire’ is the most important metric. Integration HR Data with other functionsand designing of an Integrated Talent Retention System is the need which works together with coaching, career development, training, development, planning, feedback, recognition, HiPo assessment, and everything else. The ‘Holistic Strategic Talent Retention Approach’ which gives a fresh lease of life to the organisation, allows people to build policies and process and instills confidence, improves morale among workforce in turn build winning culture is the need of the hour to incubate and retain talent.
It is suggested that the Mission Development, Goal Setting and Individual Assessments of the Institutions are geared up to design, develop, and implement Professional Development Programs (PDPs) across the Campuses primarily for Administrative and Support Staff Personnel. However, it would be useful for the Institutions to integrate theLeadership Development Programmes into the Critical Decision Making.Of all the Factorsaddressed, the limitations of both Executive and Supervisory Support were themost significant.
Moreover, Cultural Assessment, Institutional Transparency, Leadership Commitment, Organizational and Leadership Competencies, Talent Assessment Programs, Individual Development Planning, Coaching and Mentoring, Action Learning and Program Evaluation and Implementing Strategies develop Future Leaders with commitment and competencies embarking on a journey that provides valuable time to deepen and renew their thinking.
The Future of HCTA - Epilogue
‘Talents’ are unique and scarce, ‘Talented’ are value resources, ‘Talent Management’ is an espoused and enacted commitment, ‘Engaging Talents’ are complex but ‘Retaining Talents’ are crucial for the survival, success and sustainability of the Organisation. Building ‘Talent Engagement Pipeline’ is along-term, ongoing initiative, yet, requires a coordinated, consistent effort from organizational systems, and individuals. Human Resources Talentum Analytics provides detailed analysis on Recruitment, Selection, Training and Performance of Talents besides acquisition, development and retention. It also integrates critical data and transforming silos of information into relevant, timely, and actionable insight. To add some of the woes, the organisation’s structure, culture, and approach to problem solving, Cost-Benefit Analysis (CBA) are prominent to measure the value of HumanCapital Talentum interventions and initiatives. To sum up, HCTA emerged as a ‘Nex-Gen Proactive HR Intelligence Platform’ to transform Millennials as Outstanding Performers and ensure that SOBs make the right decisions today for the wellness and well-being of future generations.
Bibliography
Books
Articles
URL
[1] . Humanoid Sophia Steals the Show, The Hindu, 21st Feb, 2018, p.6.
[2] . Chee Tung Leong (2017)., Four Key HR Trends To Watch in 2018, Forbes, 19th Dec, 2017.
[3] . Farndale, E, Scullion, H & Sparrow, PR (2010)., The Role Of The Corporate HR Function in
Global Talent Management, Journal of World Business, Vol. 45, No. 2, p.p. 161-168.
[4] . Recruiter Sentiment Study, MRI Network, 2017.
[5] . Bruno Lanvin Paul Evans (2017)., Global Talent Competitiveness Index - The Technology &
Talent,INSEAD Publications, Paris, p. 9.
[6] . Michael Stephan, David Brown, Robin Erickson (2017)., Talent Acquisition: Enter the Cognitive
Recruiter, Global Human Capital Trends, 28th Feb, Deloitte, New York.
[7] . Coy, P., & Ewing, E. (2007)., Where are all the Workers? Business Week, 09th Apr, p.p. 28-31.
[8] .http://en.wiktinary.org.wiki/talent
[9] . Rothwell, William J (2008)., Next Generation Talent Management, HR Review, ICFAI University
Press,Hyderabad, Oct, p.11.
[10] . Briscoe. D and Schuler. R. (2004)., International Human Resource Management: Policies and
Practices for the Global Enterprise, 2nd Edition, Routledge.
[11]. Tarique.I. (2002)., Influence of In-Country Cross Cultural Training on Cultural KnowledGe and Cross-
Cultural Adjustment, Unpublished Master’s Thesis, Rutgers University, New Brunswick, New Jersey, USA.
[12] . Feldhusen., J. (1986). A Conception of Giftedness, Sternberg, R., Davidson J. (Eds.), Conceptions of
Giftedness, Cambridge University Press, p.p. 112 - 127.
[13] . OECD (1996)., Measuring What People Know: Human Capital Accounting for the Knowledge Economy.
Paris, p.22.
[14] . Boudreau, J.W. and Ramstad, P.M. (2007) Beyond HR: The New Science of Human Capital, HBR
Publishing, Boston.
[15] . Hoffman, C., Lesser, E. and Ringo, T. (2012) Calculating Success: How The NewWorkplace Analytics
Will Revitalise Your Organisation.HBR Publishing, Boston.
[16] . Huselid, M.A., Becker, B.E. and Beatty, R.W. (2005) The Workforce Scorecard: Managing Human Capital
To Execute Strategy.HBR Publishing, Boston.
[17] . Huus, T. (2015) People Data: How To Use and Apply Human Capital Metrics in Your Company.
Basingstoke: Palgrave Macmillan.
[18] . Lawler III, E.E., Ulrich, D., Fitz-Enz, J. and Madden, J.C. (2004)., Human ResourcesBusiness Process
Outsourcing: Transforming How HR Gets Its Work Done, Jossey-Bass, San Francisco.
[19]. Thomas H. Davenport , Jeanne Harris and Jeremy Shapiro (2010)., Competing on Talent
Analytics, HBR, Oct.
[20] . Dr. K. Bhanu Prakash & Dr. J. Chandra Prasad (2014)., Talent Hunt - Strategies To Adopt and
Adapt,ISBN.978-93-83241-63-7, Nov, p.p. 276-283.
[21] . All India Survey on Higher Education, MHRD, Gov., Of India, 2017.
[22] . Andres Hatum (2010)., Next Generation Talent Management, Palgrave Macmillan, New York,
p.11.
Table - 1: Global Talent Competitive Index - A Kaleidoscope
Rank
Country
Rank
Country
1
2
3
4
5
6
7
8
9
10
Switzerland
Singapore
United States of America
Norway
Sweden
Finland
Denmark
United Kingdom
Netherlands
Luxembourg
11
12
13
14
15
16
17
18
19
20
Australia
New Zealand
Ireland
Iceland
Canada
Blezium
United Arab Emirates
Austria
Germany
Japan
Source: World’s Most Talent Competitive Countries, INSEAD, in partnership with Adecco and
Tata Communications, 2018, p.13.
Related Questions
drjack9650@gmail.com
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.