This assignment is to respond to another student’s Discussion Board Post. Here are the instructions when responding:

Your replies must be typed in separate Microsoft Word documents. Your replies must include meaningful and substantive contributions to the discussion. Each reply must be 200–300 words. Include a reference page, and be sure to have in-text citations for the following sources:

• At least 1 citation from Mello (2019).
• At least 1 citation from Hardy (1990).
• At least 1 citation from a related scholarly journal.

^^ Here is the students original post that you are responding to:

Adopting the Human Asset Perspective: What is the largest source of employee value?

One transition made in organizations that are adopting a strategic view of human resources is considering employees to be “assets” that add value to an organization rather than a traditional view of employees which lean toward more of an employee occupying a particular position stance (Mello, 2019, p. 4). According to Mello (2019), employees bring value to an organization in the form of technical knowledge, the ability to learn and grow, decision-making capabilities, motivation to perform, commitment to the organization and teamwork. One important variable in the process of adopting a strategic view of employees as assets is for the employees to become aware of their own impact on the success of their employer (“Turning Talent”, 2010). According to additional research by “Turning Talent” (2010), when examining successful organizations in service industries, retail and transportation, two vital components of transitioning its employees into strategic assets are “recruiting and retaining the right people” and “training and developing them.” (pg. 24). Ensuring that the corporate culture is understood by all employees, in particular, new employees, and conveying the company values to anyone they may come in contact with while conducting business for the organization (Ikenberry, R., 2015).

According to Mello (2019), one model by Mercer provides a methodology to measure the value-added and bottom-line impact of an organization’s strategic assets (i.e. employees).

Mercer’s model “involves six steps: 1) identify a specific business problem that HR can impact; (2) calculate the actual cost of the problem to the organization; (3) choose a HR solution that addresses all of part of the problem; (4) calculate the cost of the solution; (5) 6 to 24 months after implementation, calculate the value of the improvement for the organization; and (6) calculate the specific ROI metric” (Mello, 2019, pg. 9).

The development of a working model that will allow organizations to track the development of new personnel into strategic assets and the value that is added to an organization as a result of hiring these employees is vital to being able to become aware of what characteristics make successful employees and will provide a return on investment for the organization.

If the majority of organizations adopt the “employee as an asset” view in recruiting, valuing and developing employees, there will be added accomplishment to our society. This accomplishment will be the bridging of the role of work with respect to “God’s mandate to humanity to continue the work of creation” (Hardy, 1990, pg.76). While working obviously provides us with the basic needs that we have as humans on earth, working likens us to the image of God in which we were made (Hardy, 1990). Furthermore, working fulfills our continued responsibility to God to be caretakers of His creation and develop the earth in a way that is “carried out with intelligence, foresight, imagination, and responsible choice” (Hardy, 1990, pg.76).

References

Hardy, L. (1990). The Fabric of This World: Inquiries into Calling, Career Choice, and the

Design of Human Work. Grand Rapids, MI: Wm. B. Eerdmans Publishing Co.

Ikenberry, R. (2015). Managing Employee Assets. Journal of Protective Coatings &

Linings, 32(3), 48-50,54-55. Retrieved from http://ezproxy.liberty.edu/login?url=

https://search-proquest-com.ezproxy.liberty.edu/do…

Mello, J. (2019). Strategic Human Resource Management (5^th ed.). Mason, OH: Southwestern.

Turning talent into strategic assets: Employee awareness of their own impact. (2010). Human

Resource Management International Digest, 18(3), 23-25.

doi:10.1108/09670731011040344

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