Assumptions, experiences & future expectations

An organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations.

Hiring for the organization not the job is the only effective selection model for sustainable business environments. Employee personalities must fit the management philosophy and values that help define the organization's present and future. Indeed, companies need to manage tomorrow's opportunities as competently as they manage today's businesses, therefore leaders of a company or organisation, have the responsibility to inspire the organization with a view of distinct sustainable goals and reach the set target (Hamel and Prahalad, 1990). It is my belief that there is a significant constructive relationship between core competencies and competitive advantage. Still I see, many "amateurs" in leadership or human resources, destroy their human capital because they still see people with acumen as if they were simple tools that a care plan will replace. Losing human capital that has been invested in and has invested themselves in striving for an organization is like cutting a forest, planting new trees and expecting them to absorb the deficiency of the same organization.

To achieve the overall company goals using the HR function and staff, it is important to work with people who are already in the company; Per Hass & Vernon (2010), there is a competitive advantage in maintaining and valuing seasoned talents. If one cannot find what is needed, then draw from the young employees within the organization. Look into the outside market to identify new competencies only as a late alternative that could promote performance. 

It is crucial for the organization to institute a comprehensive employee health policy. This will boost the standards by which employees are treated and set a workplace environment favorable to sustainable development. Data is coming back from the Affordable Care Act, and I am thrilled to see that when employees used to stay at a job just for their benefits they can now leave. And with employers abusing their employees with poor coverage they will pay a higher price by seeing their retaining numbers diminish and see their negative appeal increase.

Overall, the first steps that will allow a company to achieve its goals need to be clear such as not reorganizing immediately, clarifying the vision and enforcing management roles with existing managers as enablers that share the vision. Communicating horizontally in transparency will also be a part of the strategy to succeed.

Turning on the Lights Global - We link innovation-focused companies with potential partners in the Americas and allow rapid diffusion of ideas through a structured channel across geographic regions. Creating meaningful cross-cultural experiences & building internationalization processes for success.​
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References:

​Bani-Hani, Jehad S. and Faleh, Abdelgader AlHawary. (2009). The Impact of Core Competencies on Competitive Advantage: Strategic Challenge. International Bulletin of Business Administration. Issue 6, EuroJournals, Inc.

Bowen, D., Ledford, G., & Nathan, B. (1991, November). Hiring for the organization, not the job. Academy of Management Executive, 5(4), 35?51.

Cappelli, P., & Crocker-Hefter, A. (1996, Winter). Distinctive human resources are firms–core competencies. Organizational Dynamics, 7?22.

Denning, Steve. (2011). How Do You Change An Organizational Culture? Retrieved from: http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/

Hamel G. and Prahalad C.K. (1990). The Core Competence of the Corporation. Harvard Business Review. May-June, 79-91.

Hass, S., & Vernon, S. (2010). Do the downshift: a win-win workforce strategy. Benefits & Compensation Digest, 47 (1), 1-25.

Sonnenfeld, Jeffrey. (2007). "Improving the Performance of Top Management Teams," MIT Sloan Management Review, Vol. 48, no. 3, 2007.