The report aimed to discover whether there were links between Human Capital Management (HCM) practices and both student attainment and employee engagement/commitment. On the first count they found no supporting evidence one way or the other because the data reached back only 2 years, and most courses are 3 years long.
On the matter of employee commitment, however, things were much clearer….
The report showed a strong correlation between the HCM rating of the 5 participating Further Education colleges and employee commitment.
The top three factors most closely associated with employee engagement were:
- A job perceived as ‘interesting and meaningful’
- Trust in the college’s managers to deliver success
- Trust in the senior management team to deliver success
These are surely conclusions that would apply to most organisations. As we know, management training receives a disproportionately large amount of most L&D budgets. We can’t know that the money is necessarily well spent, but it does look as if it is at least well-intentioned.
In fact it’s worth reading the conclusion and recommendations of this report (pp 12-16) as a good example of a well-run study with conclusions that would probably apply to us all.
One should ask, however, whether these practices are actually ‘HCM’ practices, or ‘HR’ practices. I’m tempted to say the latter, but this is something I’ll address in a later post. Right now, I have to go and keep goal for the Belmont Academicals as the 5-a-side season comes to its exciting climax.