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The ‘human resource’ in Thailand – explained

Submitted by on Tuesday, 26 July 2011One Comment

With all the complexity in the human resource function in Thailand, wouldn’t it be great if there was one easy visual that summed up the human resource as a whole, and served as a simple, easy-to-follow reference point for human resource selection, management and development?

Well, after several months of pondering this question, we believe we have come up with the human resource ‘one page panacea’ packed into the graphic below:Human Resource Thailand

(The above graphic is available in pdf format here)

The ‘5Cs’ of the Human Resource

It’s easier to ‘start with the end in mind’ and look at the orange boxes on the right. In a nutshell, this is what employers are looking for when they hire people.

First of all, they want that all-embracing, impossible-to-decipher quality of competence. They also want whoever they are hiring to be able to communicate their ideas and concepts to other people.

This leads us to the importance of concept, the third ‘C’ on our list. How clear is the person’s concept in their field? How well might they be able to develop a ‘shared concept’ in their team? Concept is an effect of grasp on Reality (Drucker’s ‘first task of the manager’) and making sense of it.

Conscience is the fourth ‘C’ and key to leadership. Does the person have an awareness outside of themself? Conscience is an effect of care and choices.

Lastly commitment is the combination of extrinsic (what’s in it for me?) and intrinsic (how much can I give) motivators.

This thing called Talent

This is an easy framework that we feel can be used for talent management all the way from hiring to development and promotion.

The key to this graphic is that while some managers may have a vague idea of what they are buying at the surface, they almost always get lost when it comes to articulating what it is they require at the depth.

Human Resource Development Thailand

It is critical for professionals to understand exactly what ‘Competence’ is, and be clear that Competence is an effect and a combination of Strengths (natural talents) and Skills (learned capabilities) that make a person ‘Competent’ or not. The manager also needs to ensure that the person is in a role that exploits his or her strengths. This previous post may help clarify how they can do that.

So whether you are at interview stage or running a performance appraisal, it is critical to probe for what the person does naturally best (Strength), and what he or she has learner or needs to learn in order to do the job better (Skill).

Do this now!

If you would like to make the most of this framework, you can put it into action straight away by:

1. Making sure your hiring processes assess all 5Cs fairly and squarely

2. Making sure that your HR is strengths-based, i.e focusses on finding what a person does best naturally before ‘fixing gaps’ or building weaknesses.

3. Assessing yourself on being able to deliver the ‘5Cs’ and making sure that your efforts link to the company’s strategy, and vice-versa (‘First Who, Then What’)

Was this post helpful? Please feel free to add your comments below!


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