1. Balancing the Provisioning Systems for Human Assets
with the Environmental Assets Systems Required to Enable the Processes of the Enterprise

2. The Provisioning Systems for the Human Asset Enablers
Enabling the Processes of the Enterprise
with People
needs to consider/ balance the
1- Process Requirements themselves and
2- the Environmental Assets that the People will need to utilize.

3. The Provisioning Systems for the Human Asset Enablers
Design the Jobs consistent with
The needs of the Process and
The availability of the Environmental Assets
The needs of People for meaningful work that takes advantage of their current capabilities and their capacity for growth
The needs of the Process come first. It’s a business.
The availability of Environmental Assets affords or limits what a job can be.

4. The Provisioning Systems for the Human Asset Enablers
Design the Staffing & Succession Planning System consistent with
The Organization and Job Structure both Current State and likely Future State given forecasts for growth/ shrinkage
The availability of Internal and External Candidates for Succession
The lack of qualified Internal candidates is a function of either past Succession/Staffing failures and/or the local labor pool.

5. The Provisioning Systems for the Human Asset Enablers
Recruit and Select People consistent with
The Current State needs and the likely Future Needs per the Staffing & Succession Plans
A fully descriptive Model of Performance and minimum Enabling K/S Requirements
Minimize the downstream Training/Learning & Development burden when/where possible, Labor Market by Labor Market (they vary).

6. The Provisioning Systems for the Human Asset Enablers
Train/Develop for the Jobs consistent with
The needs of the Process and future Staffing & Succession Planning needs
The incoming K/S provided by the Recruiting & Selection System
The T&D/L&D System needs to prepare people to take on their jobs with a targeted Capability post-training phase by phase.

7. The Provisioning Systems for the Human Asset Enablers
Appraise Job Performance consistent with
A fully descriptive Model of Performance and the Enabling K/S Requirements
The Performance exhibited per those requirements
It shouldn’t be a surprise. And should be an ongoing process – not just annually or quarterly.

8. The Provisioning Systems for the Human Asset Enablers
Provide Compensation & Benefits consistent with
The needs to source and retain key People
Meet or best other opportunities in the geographic or virtual Labor Markets for all staff and management
It’s a Competition to source and retain people with the right capability and capacity to learn and grow – Labor Market by Labor Market.

9. The Provisioning Systems for the Human Asset Enablers
Provide Rewards & Recognition that meets the needs/wants of the Individual
Don’t assume that what meets one person’s needs/wants will meet the needs/wants of others
Build the Rewards & Recognition for Management and Peer Flexibilty to meet the unique needs/wants of individual people. One size does not fit all.

10. The Provisioning Systems for the Human Asset Enablers

11. The Provisioning Systems for the Human Asset Enablers
How Well Are Your Systems Working?