HR 2.0 – How To Retain “Agent” Relationships In Organisational Systems

Within the Australian educational landscape, we have seen the evolution of the Universities Admission Index to the ATAR (Australian Tertiary Admission Rank) which aims at aggregating and creating a single universities admission rank that fosters not only transparency, but more so ‘fluidity‘ in the Educational System.





However, regardless of how prolific the new ‘system’ is – it still ‘ranks’ you on a set of ‘quantitative data’ which is based on a ‘statistical model of inference’ that does not account for a) the desire for undergraduate students to express their key strengths in alternative projects (such as web development or mobile-web development) and b) the incorporation of their ‘unique abilities‘ to create the right type of ‘career succession‘ programme that ties in with their goals and ambitions to allow their interests to be fostered and inter-woven into a process that enables them to progressively integrate their key strengths across all bands (whether its of a technical, systematic or dynamic nature).


The level of insight into this spectrum is a clear-cut articulation of how, within the nature of ‘cybernetics‘, one can use the precedents rooted in the ‘control cycle‘ to asses and visualize ‘career succession strategies’ that employs not only their academic interest, but also their Entrepreneurial interests which codify the natural flow of what I call as ‘alternative career path planning‘.

Alternative Career Path Planning would mean that once students are in a respectable and mature level of justification for their career intentions, they then ‘test’ or ‘model out’ scenarios which allow them to ‘mix and match’ even very relatively difficult subjects – in which cases at Universities, they often require ‘prerequisites’ – to suitable pathways that enable them to bring their core ideas and projects to fruition. This process will require the fusion of ‘theory focused planning’ together with a ‘task-force’ that employs and nurtures the evolving undergraduate intentions on incorporating empiric, up to date examples of their ideas with emphasis on historical or empirical evidence with a criterion ‘measure’ that utilizes a weighted-average approach to identify and validate the ‘agents’ capabilities with requisite skills that collectively ebb and flow with their ‘ever evolving career intentions’ as the fundamental principal of Human Resource strategy is to keep ‘staff’ as their most ‘valued assets’ in the organisational system – a key vantage-point for HR Managers who often struggle with ‘retention’ and ‘turnover’ ratios in their organisations as obviously, its very hard to keep the N-Gen niche motivated in industries which can from the start influence the ‘agent’ but then as time goes by – sway the agent to look for other ‘opportunities and interests’ which complement their ‘motivational drivers for success’.


The core challenge here would be how can we create the relevant ‘system’ which not only measures data quantitatively, but also qualitatively ranks the relevant ‘human capital input’ within the ‘organisational system’ to fuse a) business intelligence initiatives with b) a ‘Mentoring’ initiative that propels and differentiates each ‘agent’ in the ‘organisation’ as an ‘individual product’ or ‘product base’ that aims at differentiating the various ‘learning styles’ in combination with a ‘knowledge management platform’ that not only harvests their potential; but enables them to contribute ‘ideas’ to members at the very senior level of the organisation (regardless of legal nature) so that they can also contribute to the ‘organisational wide projects’ which often require collaboration of very senior project managers (in the case of Matrix Styled Organisations) or your direct report (in the case of small business and sole trader initiatives). Personally, I believe that all organisations should respect every ‘agents’ input into the system, measure it with reference to something I stumbled accross in the Harvard Business Review as “experience curves” and re-concile it with a rich framework to retain, evolve and develop participants in the system.