Identify the ways for turning people into human resources.
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by educating them and spending hugely on their health development so that they cud perform with maximum response
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You get out of HR what you put into it. And it isn't just about budgets and staffing and benefits, either (i.e., sunk costs).
In the simplest terms, company performance is directly related to how well HR empowers employees to do their best work every day, week and year. In the absence of schools and colleges teaching essential life skills (career, financial and business management, communication and resilience, for starters) and a government unwilling or unable to fund continuing education, corporations are the provider of last resort, given their inevitable, insatiable talent needs.
But beyond platitudes, suffice it to say that HR is like the Cinderella of corporate departments. Everyone knows it has great potential, but nobody wants to invest the time and money to make it genuinely stellar.
Related: 10 Ways to Rebuild HR to Support Fast Growth and Happy Employees
Most founders are either top salespeople, product people, finance or marketing people, but seldom HR people. The vast majority have never built HR departments from the ground up. Most still take the "bodies in seats" approach for talent acquisition, throw money at software instead of coaching, cut costs, skimp on quality benefits and think annual reviews are effective performance management. Like in a daydream, founders expect the sheer mission of changing the world (with some ramen noodles and free coffee tossed in) to sustain their young employees through 80-hour weeks, low pay and worthless equity. Call me back in six months when they've left you, dear CEO.
People are the lifeblood of any business. Fail to take care of them and they'll fail to take care of your company. Even so-called enlightened founders and CEOs know treating their people well is critical, generally resigned to paying through the nose for it, and expect little to no ROI — big mistake.
First of all, you can't change what you don't measure. Benefit costs are straight forward. But these values are less easily quantified
Employee lifetime value
Aggregate costs of employee turnover
Attrition rates on teams with toxic managers
Low productivity and disengaged employees
Employee absenteeism and impaired work performance
Real total compensation costs
Poor internal communication
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