Market opening and transformation force companies into restructuring, acquisitions, fusions, network creations, joint ventures, and so on. All this also has effects on the work market: flexible contracts increase, as well as mobility, problems of personnel surplus and rotation. In particular, the work market scenery, further to the increased (and sometimes for the first time insurgent) competition, is characterized by the scarcity of the offer, the progressive reduction of subordinate relationships and the insurgency of professional entrepreneurship.All this would seem to confirm the start of interchangeability of the Human factor and to even prospect an increase. In fact, real competition is modifying two pivots of traditional enterprise economy: the employer and the employee. In an imperceptible form, but inexorably, the former is becoming a “customer” and the second a “supplier”.
Enterprises are thus led to consider their resources from a new angle. Resources they destine solidly to revenue production tend to transfer from the tangible field (systems, production processes, distribution systems) to the intangible field: know-how, that is specific knowledge fare which people tied into the company activate to produce technologies, products and services.
Corporations, managers and professionals are realizing more and more how know-how, possessed and applied by company operators, should be included in the net patrimony. Even if the accounting discipline does not .
Thus a new way of representing the wealth of an enterprise emerges and, on the whole, for an entire nation. Already Adam Smith, in his "Wealth of nations", had guessed and theorized the importance of the differentiation of salaries, tied in positive correlation to "investments" in formation. For many companies we can identify their core competencies with the overall know-how of the operators it contains. This whole is a true net patrimony, a capital that can produce revenue.
Thus, just like an enterprise can be under-capitalized in classically economic terms (and, therefore, incapacitated to produce the expected revenue), in the same way its human capital can be inadequate in terms of "core competencies". In other words, before we asses how the human capital works, evaluating its performance and link between objectives and results, it is necessary to define the conditions through which it can produce the required results. These conditions can be read in organizing objectives and in the consequent contents required from single positions.
Extract from the volume
Fare Assessment, G.C. Cocco - A. Gallo authors
August.2002
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