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ERNIE, please use the form on the
linked page.
 Whose
Responsibility Is It?
(February 13, 2001, 2000)
Over the past year, we've been fairly inspired by last year's Chief Talent
Officer (CTO) Conference. We've tried to detail the roles,
responsibilities and processes of the job.
The 2001 Electronic
Recruiting Index is, we think, the first place in which the roles and
responsibilities are clearly articulated. (Download a copy
of the executive summary and order a copy today.)
We've sniped at more than a few HR VPs who claimed that they could
not get traction because their CEO wasn't behind them. We occasionally
offer a copy of The
Prince or Siu's The
Craft Of Power. Fundamental changes can be brought about internally
but they require aggressive leadership with little sensitivity for
personal risk.
Then, of course, there are the leaders who get it.
In the effort to drive change, it must seem like no one could
possibly meet our leadership standards. While far from the truth, we do
believe that a clear understanding of the real value of Human Capital is a
critical component of the new mindset. Solid examples are hard to come by.
Today. we'd like you to take a couple of minutes to read a speech given by
Bill Marriott (CEO of Marriott Hotels) last fall. In a small excerpt, Mr.
Marriott says:
Some may view the labor shortage as a passing
problem, the consequence of a hot economy. But I am convinced the
challenge of recruitment and retention of the best talent -- will be
with us for at least another 10-15 years.
Boom times come and go. Labor markets expand and contract. But
more lasting forces are converging today to permanently elevate the
premium on human capital. It is now the central ingredient of economic
output. Workers' minds and attitudes are as important to satisfied
customers as materials and machines used to be.
And thus recruitment and retention are now indispensable skills
across every industry, from hospitality to high-tech.
Although we carry a high-tech bias (it's a part
of living in the Bay Area), it wasn't a complete surprise to see a solid
leader in the hotel business talking about Human Capital. After all, like
software, recruiting, engineering, legal, medical and other knowledge
professions, the hotel business is the people who work there. Quality, as
a function of customer experience, is directly caused by the people of
non-manufacturing or agricultural businesses.
While the VP of HR in Marriott is a particularly lucky person to
have this sort of backing, we thought you might find that forwarding a
copy of this speech to your front office helps you turn the tide.
We've taken the liberty of archiving a
copy of the speech for the years after it leaves the Marriott vaults.
- John Sumser
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