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People-Centered Human Capital Philosophy

Kayla Yun

University of Wisconsin-Parkside

HCA730: Lesson 14

Professor Dowgwillo

December 6th, 2021

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Human Capital Philosophy

In order for an organization to thrive, it must place its employees at the core of

everything it does. Any procedure, decision, or business function should be led by the

individuals who are involved in it. Employees must be made aware that they are the company's

most important resource. They need to be reassured that their opinions are not only heard but

also respected. To emphasize the significance of employee voice and to become a fully-fledged,

people-centered organization, you must walk the talk, respect your employees, create trust, and

communicate effectively. Your staff must have faith in you and know that you will be there for

them at all stages along the process. This will lead to satisfied personnel who are pleased to work

for your organization and are more eager to go above and beyond for it.

Employees are the most valuable resource for any organization. In order for a company to

function, it must have employees. A human capital plan, according to the Office of Personal

Management, entails developing strategies to recruit the best available talent, developing career

plans for employees, mentoring and coaching employees, motivating employees to give their all

at all times, and developing performance management strategies (Humanresourcesmba, 2019).

Essentially, the talent that you bring in to work for your company depicts how well your

company will perform. Behind every human capital strategy are the employees who will do the

work and help to see this strategy through. I believe this holds true for any successful

organization.

Organizations that are successful prioritize their own people above everything else, even

above their clients, since they understand that their workers are the most important asset in

generating long-term value. When people's talents, capabilities, and functioning are promoted in

their workplaces, they achieve the high levels of engagement, productivity, contentment, and
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retention that companies need (Porath, n.d.). All employees must have access to knowledge

about the company and its goals in order for the organization to move toward a more people-

centered approach to human capital development (Porath, n.d.). Not only that, but they should

also provide for decision-making discretion and autonomy (Porath, n.d.).

Energizing employees via the opportunity to make choices that have an impact on their

job is something that a people-centered culture should promote (Porath, n.d.). Employees that are

given this level of authority have a higher feeling of control over their job, have a greater say in

how their work is completed, and have more chances for learning (Porath, n.d.). Employees'

desire to engage and contribute to the company is encouraged by a respectful workplace

environment that fosters positive energy (Porath, n.d.). Civility improves performance,

inventiveness, the ability to identify errors, and the willingness to take action on initiatives

(Porath, n.d.). Civility also helps to decrease emotional fatigue and promote psychological

safety, both of which are important predictors of team performance (Porath, n.d.). Employees

need to feel comfortable speaking out and expressing ideas if they want to do it in a civil manner

(Porath, n.d.). Lastly, an employee-centered human capital respects diversity and fosters an

inclusive environment. Diversity in the workplace encourages growth and promotes equality and

inclusion. Placing a high priority on diversity may encourage respect and mutual trust between

an organization and its employees.

Promoting a People-Centered Culture

It is critical for organizations to advocate for and emphasize a people-centered culture on

a constant basis. Maintaining this shift may be accomplished by continually emphasizing the 8

elements that are essential to maintaining an employee-focused culture. This will also help to

maintain the momentum not just for the now but also for the foreseeable future. Businesses must
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continue to prioritize its employees, who serve as the company's central figure and must

guarantee that their voices are heard in decision-making processes. Employee engagement

surveys, for example, should be used to actively solicit input from employees on how to improve

the company. It is important for management to communicate honestly with employees about

both hurdles and successes. They should also actively put their words into action and develop a

foundation of trust that helps employees to feel secure and valued in their work environments.

Town hall meetings should be held around the organization to discuss milestones and give

opportunity for employee participation. Leaders must convey the organization's goals and

strategic direction to operational leaders as well as to employees. It is also vital to continuously

look for methods to improve and modernize employment and recruitment processes. Finally, the

performance of the team should be monitored on a constant basis. Through these techniques, an

organization may secure employee-centered Human Capital and the success that comes along

with it.

Leadership

Organizational culture is critical to the success of any business. It's possible to develop a

successful work environment if you have the correct leadership. Employees must feel heard and

valued to accomplish any continuous improvement objectives or goals. All successful employee-

focused organizations need a foundation of empathy and human understanding to succeed. Such

institutional leadership requires moral efforts to accept and replicate these goals for

organizational members (Hoff et al., 2017). Leadership requires symbolic efforts to guarantee the

organization's legitimacy (both internally and externally) and to offer a feeling of stability and

self-control (Hoff et al., 2017). Finally, proactive activities that inspire organizational members

to envision and embrace new, beneficial organizational and work patterns are part of leadership
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(Hoff et al., 2017). Successful leadership mentoring should concentrate on the dynamic links

between management ideas, culture, skills, and the organizational environment (Al-Sawai,

2013).

People are guided by values to determine what is good or desirable and what is not

(Zwetsloot et al., 2013). They have a significant impact on individual and group behavior, and

they serve as broad guides in all circumstances (Zwetsloot et al., 2013). During my Human

Capital Leader in Healthcare interview with Monica, she highlights the importance of people-

first core values and how they support any organization’s short and long-term human capital

plan. World-class organizations appreciate and invest in their employees by taking the following

steps: strategic alignment of HR management policies, effective communication, employee

empowerment and engagement, training and development, teams and collaboration, and review

and continuous improvement (Black & La Venture, 2015).

Human Capital Leader Interview

The process of interviewing Monica provided me with valuable insight into Human

Capital Management in Healthcare and the impact it has on an organization ’s strategic

operations. Through my interview with Monica and the course principles I've learned about this

semester, it has become clear to me that maintaining an employee-focused culture and

establishing strong leadership are top priorities for any organization. The culture of a company

is vital, since it determines whether or not it is a pleasant and healthy place to work (Tsai, 2011).

Employee acceptance and appreciation of the organizational culture may impact their work

behavior and attitudes creating a more successful work environment (Tsai, 2011). When leaders

and employees have a positive relationship, both will contribute more to team communication

and cooperation, as well as be motivated to complete the organization's goal and objectives,
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resulting in increased job satisfaction (Tsai, 2011). Employees truly are at the heart of every

successful Human Capital Initiative.

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References

Al-Sawai A. (2013). Leadership of healthcare professionals: where do we stand?. Oman medical

journal, 28(4), 285–287. https://doi.org/10.5001/omj.2013.79

Black. J.M., & La Venture, K. (2015). The Human Factor to Profitability. Building a people-

centered culture for long term success. Forward by Lui, K. and Cervenka, D. Riverview

Book Group, GreenLeaf Publishing, Austin: TX.

5 essential components of a human Capital management strategy. Human Resources Degrees.

(2019, December 17). https://www.humanresourcesmba.net/lists/5-essential-components-

of-a-human-capital-management-strategy/.

Hoff, T.J., Sutcliffe, K.M., & Young, G.J. (2017). The Healthcare Professional Workforce.

Understanding Human Capital in a Changing Industry. Oxford University Press: New

York

Porath, C. (n.d.). Creating a more human workplace where employees and Business Thrive.

Retrieved October 19, 2021, from https://www.shrm.org/hr-today/trends-and-

forecasting/special-reports-and-expert-views/Documents/Human-Workplace.pdf

Salsbury,M. P. (2013). Human Capital Management. Leveraging your workforce for competitive

advantage. Salsbury Human Capital, LLC: New York

Tsai Y. (2011). Relationship between organizational culture, leadership behavior and job

satisfaction. BMC health services research, 11, 98. https://doi.org/10.1186/1472-6963-

11-98

Zwetsloot, G. I., Scheppingen, A. R., Bos, E. H., Dijkman, A., & Starren, A. (2013). The Core

Values that Support Health, Safety, and Well-being at Work. Safety and health at

work, 4(4), 187–196. https://doi.org/10.1016/j.shaw.2013.10.001