翰x特-人力资本模型全英文(编辑修改稿)

翰x特-人力资本模型全英文(编辑修改稿)内容摘要：

ok at their human capital investments with interest. HCM helps them understand the return on this investment as well as evaluate its impact on business performance Today, it is rare that an anization should not have employees as one of its top three or four expense categories. Salaries, benefits, training and development, recruiting, employee munication, lost productivity due to turnover … it all adds up to a huge investment. While anizations apply rigorous scrutiny to the investments they make in capital equipment, acquisitions of business and similar investment decisions, few apply equivalent rigour to question the multimillion dollar investment they make each year in their employees. Fewer understand their employee investments beyond the cost of salary and benefits and fewer still understand the return on their investment in employees. This is the information that Human Capital Measurement (HCM) provides to help you run your business efficiently. 中国最大的管理资源中心 (大量免费资源共享 ) 第 8 页 共 64 页 Employees are not just a cost. Like any other investment, they provide a return. Employees are not just a cost. Like any other investment, they provide a return. Increasingly, the contribution of employees accounts for more of an anization’s ability to pete, grow and produce value. We all know that there is a large gap between the market value of most anizations and what appears on their balance sheets. Hopefully for your business that gap is a positive difference — things are serious when it’s negative. In today’s economy, it’s estimated that on average the market value stands at $ for every $1 that appears on the balance sheet. While this number has dropped from the heady highs of $ in March 20xx, this :1 ratio still accounts for a large portion of your anization’s value. Figure 1 shows the results from Baruch Lev’s study of markettobook ratios – it clearly demonstrates the growth in this ratio since the late 70s. So what accounts for the difference? Typically, these are the anization’s intangible assets. Intangibles include a variety of factors such as brand strength and reputation, relationships with customers, patents and a variety of factors that we call human capital。 these include quality of leadership, employee creativity, productivity, loyalty, passion and knowledge management. Scarcity in one or more of these areas or suboptimal productivity in them is often more constraining for businesses than financial capital. At times, businesses have been taken over merely to acquire their intellectual or human capital. ―As the correlation between quality of human capital and business performance bees clearer, the notion of human capital being represented on financial statements has surfaced,‖ says Mark C Ubelhart, ValueBased Management Practice Leader with Hewitt Associates. Ubelhart has been working on developing methods that can help measure the contribution of human capital and drive decisions to invest in people. He says, ―The new frontiers of measuring human value are being developed in financial metrics similar to those being used in everyday investment processes.‖ HCM describes a variety of people measurement practices that help anizations understand and 中国最大的管理资源中心 (大量免费资源共享 ) 第 9 页 共 64 页 quantify their people investments. As an approach, it also helps HR build credibility with the line functions, as HR measures now bee more performance focused and demonstrate an understanding of value creation. It would be wrong to think of HCM as a unified body of practice. There are numerous approaches, models, ―offers‖ and conceptual frameworks. A simple way to try and get an understanding of HCM, no matter how evolved the thinking in your anization, is illustrated in Figure 2. As anizations begin to adopt these frameworks, HCM is evolving very quickly. Until recently, there were few robust cases or methods for demonstrating the relationships that exist between investments in people and business outes. HCM consisted of measuring and benchmarking, for which the measures in vogue were focused on either efficiency or accuracy (for example, the ratio of HR staff to employees, number of payroll errors, time to fill vacant posts etc). 中国最大的管理资源中心 (大量免费资源共享 ) 第 10 页 共 64 页 For evaluation, these productivity metrics were then benchmarked against best practices and were not focused on the results they produce – a 10:1 or 20:1 employee to HR staff ratio does not necessarily produce a tangible result. The majority of anizations continue to follow this approach that focuses mostly on performance of policies. These costfocused approaches often restrict the HR’s role in the anization. To bee a strategic partner, some HR departments are using more sophisticated HCM approaches (see figure 3). A small number are also measuring how human capital impacts strategic outes. This change in philosophy to more sophisticated HC measures is precisely where Hewitt has focused. We have developed a variety of approaches and measures for anizations at various stages in their development. Hewitt’s measurement solutions range from HR benchmarking and metrics to HR scorecards and from there to human capital modelling (see articles on National Australia Group and Cargill). At all times, our goal is to match and align the nature and depth of HCM with the anization’s needs and level of sophistication. An overview of our general appr。