What do you understand by relationship human capital? With the help of an example, explain when a new CEO is likely to be successful on the basis of the social capital he/she possesses. What do you understand by company-specific human capital? With the help of an example, explain how a new CEO can overcome his/her lack of company-specific skills in order to be effective in the new organization.​

Relationship human capital refers to the skills, relationships and understanding developed by a leader while working with colleagues or team. It is transferable and a manager can be more successful in the new role if he brings his former team members or colleagues to the new team. For example consider a CEO newly joined in an organization and he made some of his best team members also to join the new organization. The CEO would have more attachment with the previous team members and his strategies would be much familiar for them. It will be easy for the new CEO to explain his plans to the old members and execute his decisions in the new company with the help of them. If he discusses the same with the new members, the new members may take time to understand his strategies and may not be able execute in the expected manner. This will delay the process and affect the results. Hence a new CEO is likely to be more successful based on the social capital he posses.
Company specific human capital refers to the skill, knowledge, culture, systems, process and procedures, informal processes etc that are specific to the company. This type of human capital is not transferable as these may be unique with respect to particular organization. We can take the example of a CEO who newly joined an organization. The CEO would be familiar with the situations in his previous organization and the culture, behavior, the skill required etc by the new environment may be completely different. He may find it difficult to adapt to the environment if he is still holding the culture and methods in his previous organization. He needs to change according to the new environment and learn about the human capital specific to the company. To make the process of learning easy the CEO need to unlearn what he practiced in the previous organization. The CEO should be open to change and implement the changes in his work life. In this way the CEO can learn the company specific human capital without difficulty and become successful in the new organization. The process may take time but the company also can contribute to implement the changes by making necessary changes.
 
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