Human Capital Diagnostic Tool

ICE Cube Human Capital Diagnostic ToolIcube_Pentagon_tm

Read about the Tool in action

The connection between employer/organization and its people is like that of land and farmer; each brings the other to life. They appear to be strung together, and yet, engage in ways that are both separate and inseparable.

ICE© Cube was created purely from the point of view of what is functionally important to the practitioner. This tool measures the human capital input that goes into building the organization i.e. capability –  people and people related infrastructure- and commensurately its output i.e. effective performance.

Academically, there are a plethora of theories that form the foundation of Human Resource Management. Theories abound on what makes the relationship between employer and employee tick. At the crux of it is the knowledge and understanding of the  skills, know-how  and aptitudes that people need, to work effectively; the incentives that encourage them to give their best; the systems, organization structures, use of technology, and the way work is organized so as to enable people to perform, is, what makes Human Capital effective. The relationship between the employer and the employee is what brings all these factors together.

Here, we refer to Human Capital as the accumulation of skills, knowledge, abilities, experience, training, wisdom, expertise  and  judgement  that  people  bring,  which  when  added  to  the  physical  capital  invested  in  by  the organization, forms the  organization’s wealth. Both  physical capital  and  human capital together are  directed to achieve the organization’s goals.

Functionally, this relationship is driven by the business’ purpose and culture – both internal and the external (as in social norms), legitimised by policies, practices and other deliberate interventions that the employer puts in place in order to govern and create a sense of predictability of outcomes both for itself and its employees.

This tool strategically measures your organizational Capability and Effectiveness at the level of dimension, component and theme for twenty components with several sub-components within. It highlights the diagnosis in each section, based on the relative importance, you ascribed for each component.

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