بازگشت سرمایه انسانی: اندازه‌گیری ارزش اقتصادی عملکرد کارکنان، ویرایش دوم

With employees cost often exceeding 40 per cent of corporate expense, measuring the value of this human capital is essential. This reseource reveals how to do it and helps managers determine how to invest most effectively in human productive potential. CONTENTS......Page 6 PREFACE TO THE SECOND EDITION......Page 12 Acknowledgments......Page 16 PREFACE TO THE FIRST EDITION......Page 18 Acknowledgments......Page 23 The Shift......Page 26 Effects on Organizational Management......Page 29 Data for Management......Page 33 Data Conundrum......Page 35 Two Aspects of Human Capital......Page 36 What Human Resources Can Learn from Finance......Page 38 HRP......Page 39 People and Information......Page 41 Data-to-Value Cycle......Page 42 Organizational Capacity......Page 45 The ROI Race......Page 50 False Starts......Page 52 Points of Measurement......Page 54 Summary......Page 55 References......Page 56 CHAPTER 2 How to Measure Human Capital’s Contribution to Enterprise Goals......Page 58 Constancy and Alignment......Page 59 How to Become a Business Partner......Page 61 The First Step......Page 63 Human-Financial Interface......Page 64 A Strategic View......Page 65 Enterprise-Level Metrics: The Launch Point......Page 69 The H in Human Capital......Page 78 Human Capital Enterprise Scorecard......Page 84 How to Marry Quantitative and Qualitative......Page 85 The Willy Loman Syndrome......Page 87 Summary......Page 88 References......Page 89 Making Money Through Process Management......Page 91 In the Beginning......Page 93 The Return of Reason......Page 94 Positioning Business Unit Processes......Page 97 Process/Talent Case......Page 100 Supply Chain Management......Page 101 Human Capital in Processes......Page 103 Anatomy of a Process......Page 107 Process Performance Matrix......Page 111 Finding Human Capital Effects......Page 116 A Test Problem......Page 121 Summary......Page 127 References......Page 129 Whither HR?......Page 131 Top Reasons for Employees Leaving......Page 141 Human Capital Performance Evaluation......Page 143 Change Measurement......Page 153 Human Capital Scorecard......Page 154 Human Capital Accounting......Page 158 Benchmarking, Best Practices, and Other Fairy Tales......Page 161 Truly Effective Practices......Page 162 Summary......Page 166 References......Page 168 CHAPTER 5 End-to-End Human Capital Value Reports......Page 169 One Sure Path to Profitability......Page 171 Three Examples......Page 174 Cases......Page 179 An Integrated Reporting System......Page 184 Leading Indicators......Page 187 References......Page 189 CHAPTER 6 Human Capital Analytics: The Leading Edge of Measurement......Page 190 A Model and System......Page 191 Relationships and Patterns......Page 192 Fallacies in Trend Identification......Page 193 Finding Meaning......Page 194 Extrapolation......Page 195 The Importance of Context......Page 196 Charlatans......Page 197 Business Applications......Page 198 Performance Valuation......Page 199 Data Sensors: Forecasting and Predicting......Page 201 Toward a Human Capital Financial Index......Page 206 Index Application......Page 210 Data Sources......Page 212 Summary......Page 214 References......Page 215 Toward Leading Indicators......Page 217 Leading Indicator Examples......Page 218 Enterprise Futures......Page 220 Be Prepared......Page 221 Assessment......Page 224 Employee Mind-Sets......Page 225 Indirect Sign......Page 226 Competitiveness......Page 227 Indexing the Problem......Page 229 Scoreboarding Overview......Page 231 Summary......Page 233 References......Page 234 Rebirth of U.S. Business......Page 235 The New Age......Page 236 Measuring the New Capital......Page 237 Restructuring: A Fading Star......Page 239 Employee Engagement......Page 247 Contingent Workforce Management: The New Human Capital Challenge......Page 251 Mergers and Acquisitions: Buy vs. Make......Page 258 Benchmarking: A Value-Adding Approach......Page 266 Summary......Page 273 References......Page 275 CHAPTER 9 Outsourcing: A New Operating Model?......Page 277 Mixed Results......Page 278 Trends in Functional Outsourcing......Page 279 Outsourcing Life Cycle......Page 284 Service Initiatives and Satisfaction......Page 287 Getting It Right......Page 288 The Future: Web 2.0 and Outsourcing......Page 293 Beyond Cost Cutting......Page 294 References......Page 295 CHAPTER 10 How to Change the Game......Page 297 HR’s Disruptive Technology......Page 299 Process Optimization......Page 305 Integrated Delivery......Page 308 Analysis......Page 310 Predictive Metrics......Page 311 The New Game......Page 313 Summary: Learning While Doing......Page 314 References......Page 315 CHAPTER 11 Eleven Principles, Seven Skills, and Five Metrics......Page 316 Principle 2: Management Demands Data; Data Helps Us Manage......Page 317 Principle 4: Validity Demands Consistency; Being Consistent Promotes Validity......Page 318 Principle 7: Human Capital Leverages Other Capital to Create Value......Page 319 Principle 9: Volatility Demands Leading Indicators; Leading Indicators Reduce Volatility......Page 320 Seven Skills That Make It All Work......Page 321 Five Metrics of Life......Page 322 Conclusion......Page 324 B......Page 326 C......Page 327 E......Page 328 G......Page 329 H......Page 330 I......Page 331 M......Page 332 O......Page 333 P......Page 334 R......Page 335 T......Page 336 X......Page 337 We all know that people--not cash, buildings, or equipment--are the lifeblood of any business enterprise. Yet, astonishingly, there has never been a reliable way to quantify the contribution of human capital to corporate profit ... until now. This new book offers a rare blend of management expertise and quantitative metrics, showing executives and HR professionals how to gauge human costs and productivity at three critical levels: 1) Organizational (contributions to corporate goals); 2) Functional (impact on process improvement); 3) Human resources management (value added by five basic HR department activities). With today's employee costs often exceeding 40 percent of corporate expense, measuring the value of this human capital is essential. Here, at last, is a resource that reveals how to do it and that helps managers determine how to invest most effectively in human productive potential. As part of the Editor's Choice Series, SAS Publishing offers this book as a professional referen The lifeblood of any business enterprise is its people. Yet it wasn't until the publication of the groundbreaking book The ROI of Human Capital that there was a reliable way to quantify the contributions of people to corporate profit. Completely updated with new metrics, the book shows executives and HR professionals how to gauge human costs and productivity at three critical levels: organizational (contributions to corporate goals) • functional (impact on process improvement) • human resources management (value added by five basic HR department activities) The second edition contains new material on topics including corporate outsourcing, developments in behavioral science, and advances in trending and forecasting that have dramatically changed the way organizations measure the bottom line effect of employee performance. Utterly up-to-date, this is the go-to resource for organizations performing the essential task of measuring the value of their people. Human leverage How to measure human capital's contribution to enterprise goals How to measure human capital's impact on processes How to measure human resources' value added End-to-end human capital value reports Toward the next generation of human capital valuation Predictive analytics : leading indicators and intangible metrics How to value improvement initiative results Outsourcing : a new operating model? How to change the game Eleven principles, seven skills, and five metrics. Presents a method for measuring the contributions of staff to corporate profit. Offers a blend of management expertise and quantitative measurements, showing how to gauge human costs and productivity on three levels: organisational, functional, and human capital management