People Management Strategy Dynamics
Reader: ‘So if HCM needs to be focused on creating value rather than on measuring the value, how does that value get created?’
Author: ‘We’ll actually consider this later on, particularly in Chapters 3, 4 and 5. Before we do this, I want to spend some time considering what we believe about the current business environment, how organizations operate and how people contribute to organizations within this environment. Much of what is written about HCM suggests rather mechanistic thinking about these issues. For example, ‘wouldn’t it be wonderful if we could predict exactly how people would react to a planned merger’. Sorry, but it’s just not going to happen; life’s too complicated for this.