A historical overview of human capital and why it is critical to strategically integrate it with strategic human resource management are discussed by James Paterek in this article.
The idea that corporate executives should make an effort to learn more about the people who work for them is not a new one. In fact, it has been around for a long time. In fact, business executives such as James Paterek believe that proper management of human capital is critical to the success of every organization, regardless of the industry in which they operate. Business guru Robert G. Zoellner claims that many firms do admirably in various aspects of human capital management, but that a failure to adequately manage even one of the most critical aspects of human capital can be disruptive, if not catastrophic, for the organization. The following is my opinion: “I believe some human resource professionals make the error of prioritizing what they consider to be the most important parts of human capital. In order to manage people successfully, it is necessary to recognize elements such as managing employees based on their experience, abilities, training intelligence, insight, and relationships, according to Jim Paterek.
The distinction between human capital and the financial costs connected with each employee, according to Jim Paterek, can be difficult for human resource managers to make at times. Employees in the human resource field have a lot on their plates. When it comes to thinking about employees, I can easily understand why so many of them fall into the trap of seeing dollar signs in their eyes. James Paterek stated that “anything that is concentrated on personnel has a cost connected with it, whether it’s related to training, benefit packages, or the materials that are required for them to accomplish their duties.”
Jim Paterek believes that it is critical for human resource professionals to spend as much time as possible getting to know the employees they supervise because the financial bottom line of their organization is dependent on them doing it right. “When dealing with people, each with their own personality and set of requirements, the trial and error technique is just inappropriate. When it comes to employees, human resource professionals only get one genuine opportunity to build a relationship with them. Therefore, human resource professionals must design a strategic strategy to interact with their employees so that they may make regular assessments of their level of intelligence, how they reason and think, their level of skills and relationships with other people, and their overall performance. This will aid in the establishment of systems, methods, and policies to progress employees, as well as assisting them in better understanding how to increase job satisfaction,” James Paterek stated in a statement.
Paterek encourages resource professionals to assist in the establishment of labor-management committees and employee research groups in their organizations, according to Jim Paterek. “I feel that combining human capital and human resource management in this manner is strategically wise. There are only a few persons working in a human resource department that are responsible for the employees of a company. “It is just not possible to interact with and evaluate every person,” says the manager. According to James Paterek.
“Elderly resource groups and labor-management committees open the way to more collaboration and communication between employees and their human resources team.” A positive stream of communication can assist businesses in resolving minor difficulties before they become major problems in the long run. Furthermore, one of the most common grievances employees have is that they do not feel they have a say in their workplace. The formation of labor-management committees and employee resource groups, when conducted properly, can go a long way toward creating a climate in which employees can be heard.” James L. Paterek came to a conclusion.
