A research perspective on the vulnerabilities of human capital strategies in the New World Order

value of human capital, a unique appreciating asset, goes beyond conventional resource definitions. It embodies collective knowledge stock and diverse cognitive abilities essential for navigating complexities and unpredictability of current era. 

As tritional engagement methods face mounting risks, re is a beacon of hope. Business leers have opportunity to pioneer innovative approaches, establishing result-oriented creative value streams. 

se efforts are pivotal in fostering superior human experiences and cultivating high-reliability organizations. Our research argues that key roles in organisations need to collaborate to create value across ecosystem.

evolving global landscape, now referred to as New World Order, is not just a buzzword, but a significant shift that demands our immediate attention. It is distinguished by pronounced volatility, uncertainty, complexity, and ambiguity, leing to an escalating strain on global value and supply chains. Unforeseen outlier events are exerting an unprecedented influence on macro-environment, while micro-environment has become intricately intertwined with systemic intricacies. 

Consequently, business environment is rapidly evolving, manifesting heightened volatility. Managerial decision-making is increasingly devoid of linear outcomes. We inhabit a realm of non-linear complexities necessitating exceptional human capital to effectively interface with business ecosystem, reby fostering superior success. 

In this context, role of business leers is crucial in shaping and apting to se changes. Facilitating aptive performance is new mantra for cultivating business success.

Our research underscores need to transform job specifications and descriptions into work designs. This new approach offers a distinctive employee value proposition that ensures a coherent alignment between individuals' inherent capabilities and ir roles' objectives. 

Contrary to conventional belief, our research shows that individuals' capabilities and cognitive abilities often diverge from actual job requirements. Tritional perspectives continue to shape perception of roles, contributing to this incongruity. This mismatch les to dissatisfaction in workplace, prompting organisations to engage in employee engagement activities that have produced precise results in past. 

In this new era, talent is seeking roles where y can make meaningful contributions inste of purely transactional roles.

It is essential to undertake an inquiry into reasons why conventional employee engagement initiatives fail to yield intended outcomes. Our research indicates a significant shift in expectations of employers and employees. While shareholders are primarily concerned with realising favourable returns on capital, employees are increasingly seeking roles that are meaningful and congruent with ir personal interests and productivity. 

With ongoing evolution of business landscape, social norms and expectations are also evolving, presenting exceptional opportunities for innovation in global business arena. Our research indicates a mounting expectation among employees to engage in collaborative, cross-functional projects. A more in-depth exploration of this expectation reveals a growing willingness to assume a pivotal role in organisational success, which can contribute to ir sense of purpose and identity.

C-Suite needs to take note of this often-unstated expectation.

imperative for C-Suite lies in transitioning from conventional focus on employee satisfaction and engagement to embracing concept of employee value proposition (EVP). 

While attaining employee satisfaction is grounded in tangible outcomes, engagement endeavours to establish a deeper and more profound connection, fostering enthusiasm and dedication. Employee Value Proposition allows employees to play a pivotal role in value creation, leveraging ir innate creative and cognitive faculties to engender mutual avenues for development and learning.

A critical mandate for C-Suite is to conceive distinctive organisational EVP models wherein all key stakeholders are integral to driving organisational triumph. This proto should encompass tangible and intangible benefits for individuals within value stream, facilitating ir realisation, fostering a sense of organisational belonging, and affording opportunities for cross-functional experimentation to nurture tailored learning and self-evolution.

employee value proposition thus stands as paramount determinant of human capital triumph in contemporary business landscape, with singular impediment being toxicity pervasive within organisational culture.