US Navy Human Capital Value

US NAVY HUMAN CAPITAL VALUE
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US Navy Human Capital Value
The evolving global environment has led to increasing challenges and opportunities to corporations across the world. Therefore, to remain successful organizations focus on the available resource and strategize on the efficiency and effective allocation of resources (Beyer & Leoński, 2017). The subject of concern to corporation constitutes resource management, utilization, and restructuring of the general operations. The use of human capital management metric supports employee productivity and provides links to quantitative and qualitative outcomes (Beyer & Leoński, 2017). For instance, the US Navy has employed several Human Capital tactics on outsourcing of employees’ engagement, restructuring of the organization on total force competencies. The total force competencies evaluation has been the crucial prospect of realizing the US Navy Return on investment of human capital. In this case, human capital has increased the fiscal constraints significant in the development of the current and the future workforce. Thus, the human capital strategies recognize the personnel management of the workforce, more versatile, and technology-centric (Beyer & Leoński, 2017). The US Navy is an example of an organization with constant success in the development of human capital since its establishment in 1945. The underlying concerns of these tactic and dynamism of the US Navy depend on the operational workability and outcomes of human capital management.

The growth and development of the workforce of the US Navy clearly indicated positive outcome on the personnel management process. The initial element on the capital value of human capital strategies at the US Navy constitutes of the organization goal alignments (Beyer & Leoński, 2017). The Us Navy has categorically justified their vision on enhancing total service to the nation through strategies on personnel management (Office of The Deputy Chief Of Naval Operations Washington Dc Information Dominance, 2012). The second element consists of identifying capital value drivers through the value creation and recognition of employee expenses (Beyer & Leoński, 2017). The US Navy recognizes its revenue against its entire revenues annually. For instance, the 2017 appropriation comprised of $240 billion against expense cost of $157Billion. During this year, the active officers were 29,686 whereby 22,940 staffs were at the shore duty and 12, 796 on sea duties (Office of The Deputy Chief Of Naval Operations Washington Dc Information Dominance, 2012). The third element, human capital measurement benchmarking, entail identifying opportunities for the better performance and improvement of strategies (Beyer & Leoński, 2017). The US Navy has instrumentally developed strategies to mitigate the evolving issues facing the naval service sector. Since, 1945, the US Navy has the Final proponent of capital value defines effective human capital solutions (Beyer & Leoński, 2017). This element consists of identifying new strategies of valuing employees and measuring them afresh. The US Navy effort on valuing is championed by the complex issues in the evolving world. New strategies in the naval service are essential in protecting the US water bodies from criminal invasion.
The human capital strategy valuation is an effective tactic to enhance the performance and utilization of human resource in an organization. Furthermore, an organization can recognize changes and strategies by valuing human capital. Return on investment is an effective way of determining the expenditure of an organization against the revenue. Positive outcomes justify continuity and improvement of strategies in a corporation alongside effective decisions.
In conclusion, the subject of the positive outcome on the return on investment depends on the valuation of human capital strategies. In this case, human capital metric predicts resource allocation and the modification of the deployment process as a mechanism to increase employee engagement (Beyer & Leoński, 2017). Additionally, the above elements on the capital value on the human capital strategy justify credibility of employees that directly contribute to the better performance of an organization.

References
Beyer, K., & Leoński, W. (2017). Human Capital Management In Field Of Intellectual Capital Management. Journal Of Positive Management, 7(2), 46. doi: 10.12775/jpm.2016.011
Office of The Deputy Chief Of Naval Operations Washington Dc Information Dominance.
(2012). Navy Information Dominance Corps: Human Capital Strategy 2012-2017.