In today's competitive business landscape, companies are constantly searching for ways to maximize their efficiency and profitability. One often overlooked aspect of this quest is the value that human capital brings to an organization. Human Economic Value Added (HEVA) is a concept that sheds light on this crucial element, allowing companies to understand and enhance the true worth of their employees. Human Economic Value Added (HEVA) measures the economic contribution of human capital to a company. It goes beyond the traditional financial metrics and recognizes the impact that employees have on the organization's overall performance. HEVA takes into account factors such as skills, knowledge, experience, and productivity, providing a more comprehensive evaluation of the value employees bring to the table. Calculating and enhancing Human Economic Value Added is crucial for several reasons. Firstly, it allows companies to accurately evaluate the contribution of their employees, e
Practicing once is better than reading a hundred times.
Recently, I was having an interesting conversation with a young, but very potential and promising HR friend of mine. During the conversation, my young friend told an incident. I thought this event would be useful and wanted to share it with you.
According to my young friend, there is a vacancy in the company where he works as HR. He also applies to his former university to fill the vacancy and asks the university to send some potential candidates who have recently graduated. The university, in turn, sends several potential graduates it deems suitable to an interview with our friend. During the interview process, young and inexperienced candidates try to show inappropriate sincerity, they prefer to talk about their shared values and mutual acquaintances, which they can have with our HR friend, rather than their personal professional qualities. This approach annoys our HR friend and decides not to hire candidates referred from the university.
Hearing this incident reminded me of some of my earlier memories and McClelland's theory, and I smiled involuntarily.
It was somewhere 5 years ago. I was a representative of a Turkish consulting company in Azerbaijan. I made an appointment with one of the big companies operating in Azerbaijan to present our services. Since the meeting was considered high-level, a high-level representative of the company in Turkey also participated in the meeting. The person we were going to meet was one of the decision makers of that company. He studied in Turkey. The meeting was mainly between him and our Turkish representative. They mostly talked about "unrelated" topics such as the general situation in Turkey, the university our interlocutor studied at, and the football club he was a supporter of. Very little of the conversation was about our services. Finally, general information about our services was given, the catalog was presented, we said goodbye and left. For me, this meeting was not a successful one. Because we could not provide our services sufficiently. I also experienced a little disappointment because I knew my Turkish colleague as a very experienced professional.
I expressed my thoughts and comments about this to my Turkish colleague. In his answer, he confidently said that the meeting was successful and added that people are divided into 3 types:
- People with a need for achievement
- People in need of empowerment
- People who need affiliation
Factors that motivate each person are different according to their worldview, culture, social norms, and experiences. What drives them is their need for the 3 factors listed above. A person may need all three factors. But one of the needs becomes more dominant for that person.
People with a need for achievement strive to perform better than others, to take on and achieve difficult tasks and goals, to be different and superior. It is necessary to make these people feel successful. If the person we are meeting falls into this category, we need to clearly explain to him how our services will affect his success.
People with a need to show power try to show power, control others, and impose their opinion on them. Their main motivation is to be counted by people, to be respected and to have status. They always try to be the winning side in arguments and discussions. It is necessary to give these people a place in management and make them feel that they are strong. If the person we are meeting belongs to this category, we should emphasize our deep respect and honor to him in the meeting, use words like "you know better, sir", "natural sir".
People with a need for belonging prefer to socialize, make friends, be united, work together, and belong to a group rather than compete. Their main motivation is to be loved and liked by the group they belong to. At the beginning of the conversation, I determined that the person we met belongs to this category. Therefore, I conducted the conversation with him in a more private way.
After saying these things, I once again confirmed that my Turkish colleague is really a "wolf" negotiator, and later I learned that he was talking about McClelland's Theory of Needs, which is one of the motivational theories memorized at the university and found its place in most HR books. I also realized that it is better to practice once than read a hundred times.
Being a chameleon in a relationship is often not considered a good thing. In everyday communication, a person should be natural, as Mevlana said, he should either appear as he is or be as he appears. But I would at least advise people reading the article not to open all their cards in serious meetings without first analyzing people.
As for our young HR friend, I think he is a person who needs serious achievement. From this point of view, the approach that motivates people in need of affiliation has been able to demotivate them on the contrary.
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