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Innovative HCM curriculum in Singapore

In February/March 2012 Prof. Christine Koh and Prof. Bernd Heesen were co-teaching the course "HR Technologies, Metrics and Performance Management" at the Nanyang Business School in Singapore. The course was one of the first to leverage the SAP HCM solution in conjunction with SAP Employee Self-Service and SAP Manager Self-Service using the SAP Portal web access. The technology was provided by the University Competency Center at the Queensland University of Technology (QUT) in Brisbane/Australia.

The picture below shows in the back from right Prof. Christine Koh and Prof. Bernd Heesen together with one of their student groups.

Human Capital Management 2012

The course covers the business processes performed by the HR-Specialist (HR department) as well as the business processes performend by employees (e.g. update personal data and qualifications, enroll in training, display pay stub...) , by applicants (e.g. maitain applicant data, link application to vacancy, upload resume...), and line managers (execute performance appraisal, approve pay raise or leave...). In todays world much of the administrative workload is split between these HCM stakeholders and consequently the IT systems should be suited to support all of them equally well.

Book recommendation:

Beyond performance

Scott Keller and Colin Price explain how to establish "ultimate competitive advantage". Yes, they use superlatives in their heading but they follow up by providing a useful framework to assess your organization's performance and health. It includes the five frames: Aspire (where do we want to go?), assess (how ready are we to go there?), architect (what do we need to do to get there?), act (how do we manage the journey), and advance (how do we keep moving forward?) (p. 20). Assessing the organizational health examines 9 dimensions on a scale from ailing, able to elite: Direction, leadership, culture and climate, accountability, coordination and control, capabilities, motivation, external orientation, and innovation and learning (p. 60). Knowing what you want to accomplish and how ready you are to get there provides a solid foundation to take the next steps...

Well, as always, even the best ideas from a book do not make a difference if they are not put into practice. Keller and Price conclude with stating that many managers talk about what they WANT to do and what they'll TRY to do but little actually gets done. "It's because the language they use betrays inner doubt. At the first sign of resistance or challenge they back down, reverting to the approaches they are comfortable with" (p. 241). Other leaders talk about what they WILL do and what they can be counted on to accomplish. Which group do you belong to?