Research and Application of Human Capital Strategic Classification Tool: Human Capital Classification Matrix Based on Biological Natural Attribute

Yong Liu,Dazheng Wang

doi:10.19026/rjaset.8.1242

Abstract

In order to study the causes of weak human capital structure strategic classification management in China, we analyze that enterprises around the world face increasingly difficult for human capital management. In order to provide strategically sound answers, the HR managers need the critical information provided by the right technology processing and analytical tools. In this study, there are different types and levels of human capital in formal organization management, which is not the same contribution to a formal organization. An important guarantee for sustained and healthy development of the formal or informal organization is lower human capital risk. To resist this risk is primarily dependent on human capital hedge force and appreciation force in value, which is largely dependent on the strategic value of the performance of senior managers. Based on the analysis of high-level managers perspective, we also discuss the value and configuration of principles and methods to be followed in human capital strategic classification based on Boston Consulting Group (BCG matrix) and build Human Capital Classification (HCC) matrix based on biological natural attribute to effectively realize human capital structure strategic classification.

Highlights

At the past decades, many scholars theorize that a combination of biological and social attribute determine human capital orientation
Human capital management strategy is developed through a process that is separate to the development of the business strategy and in which the primary focus of attention and effort is within the HR function and on the current state (Sami, 2007)
Application of the principle of the tool is Appropriately applied on human capital classification in human capital strategy

Summary

Introduction

Many scholars theorize that a combination of biological and social attribute determine human capital orientation. Personnel management strategy links to and cascades from the business strategy It looks forwards from the current state, focusing on making incremental changes to the way people are currently managed in order to implement objectives in the annual business (Crook et al, 2011). Human capital strategy is developed based upon a diagnosis comparing the way people are currently being managed against the requirements of the new business plan. It deals with key issues about personnel management, such as whether the formal or informal organization should buy in or build its own talent (Rindermann, 2008). Once the strategy has been developed, these activities need to be followed by implementation and evaluation and reporting

Methods

Results

Conclusion