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Measurement of
Human Capital’s
contribution to
enterprise goals
Arsh Sood
“
“Victorious warriors win first and then
go to war, while defeated warriors go
to war first and then seek to win.”
― Sun Tzu
Human Capital
▫ Human capital represents the human factor
in the organization; the combined
intelligence, skills and expertise that gives
the organization its distinctive character.
▫ The human elements of the organization are
those that are capable of learning, changing,
innovating and providing the creative thrust
which if properly motivated can ensure the
long-term survival of the organization.
Why measuring the value and impact of human capital
▫ Human capital constitutes a key element of the market
worth of a company. A research study conducted in 2003
(CFO Research Studies) estimated that the value of human
capital represented over 36 per cent of total revenue in a
typical organization.
▫ People in organizations add value and there is a case for
assessing this value to provide a basis for HR planning and
for monitoring the effectiveness and impact of HR policies
and practices.
▫ The process of identifying measures and collecting and
analysing information relating to them will focus the
attention of the organization on what needs to be done to
find, keep, develop and make the best use of its human
capital.
▫ Measurements can be used to monitor progress in achieving
strategic HR goals and generally to evaluate the
effectiveness of HR practices.
▫ You cannot manage unless you measure.
Main HCM data used for measurement
◦ Basic workforce data – demographic data
(numbers by job category, sex, race, age,
disability, working arrangements, absence
and sickness, turnover and pay).
◦ People development and performance data
– learning and development programmes,
performance management/potential
assessments, skills and qualifications.
◦ Perceptual data – attitude/opinion surveys,
focus groups, exit interviews.
◦ Performance data – financial, operational
and customer.
Approaches to measurement
◦The human capital index
◦The organizational performance
model
◦The human capital monitor
Human capital index
◦Watson Wyatt (2002) identified four
major categories of HR practice that
could be linked to increases in
shareholder value creation. These
help in calculating human worth;
▫total rewards and accountability
▫collegial, flexible workforce
▫recruiting and retention excellence
▫communication and integrity
The organizational performance model
◦ People, work processes, management structure,
information and knowledge, decision making
and rewards plays out differently within the
context of the organization, creating a unique
DNA.
◦ If these elements have been developed piecemeal,
as often happens, the potential for misalignment
is strong and it is likely that human capital is not
being optimized.
◦ ‘Internal Labour Market Analysis’: draws on the
running record of employee and labour market
data to analyse the actual experience of
employees. Thus gaps can be identified between
what is required in the workforce to support
business goals and what is actually being
delivered.
The human capital monitor
◦ is to identify the human value of the enterprise or
‘human asset worth’: employment cost × individual
asset multiplier.
◦ Individual asset multiplier: a weighted average
assessment of capability, potential to grow, personal
performance (contribution) and alignment to the
organization’s values set in the context of the
workforce environment.
◦ Absolute figure isn’t important: what does matter is
to consider whether human capital is sufficient,
increasing, or decreasing, and highlights issues to
address.
◦ The most critical indicator for the value of human
capital is the level of expertise possessed under the
headings of identified organizational core
competencies.
Thanks!
ANY QUESTIONS?

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Measuring Human Capital's contribution to Enterprise Goals

  • 1. Measurement of Human Capital’s contribution to enterprise goals Arsh Sood
  • 2. “ “Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.” ― Sun Tzu
  • 3. Human Capital ▫ Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that gives the organization its distinctive character. ▫ The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization.
  • 4. Why measuring the value and impact of human capital ▫ Human capital constitutes a key element of the market worth of a company. A research study conducted in 2003 (CFO Research Studies) estimated that the value of human capital represented over 36 per cent of total revenue in a typical organization. ▫ People in organizations add value and there is a case for assessing this value to provide a basis for HR planning and for monitoring the effectiveness and impact of HR policies and practices. ▫ The process of identifying measures and collecting and analysing information relating to them will focus the attention of the organization on what needs to be done to find, keep, develop and make the best use of its human capital. ▫ Measurements can be used to monitor progress in achieving strategic HR goals and generally to evaluate the effectiveness of HR practices. ▫ You cannot manage unless you measure.
  • 5. Main HCM data used for measurement ◦ Basic workforce data – demographic data (numbers by job category, sex, race, age, disability, working arrangements, absence and sickness, turnover and pay). ◦ People development and performance data – learning and development programmes, performance management/potential assessments, skills and qualifications. ◦ Perceptual data – attitude/opinion surveys, focus groups, exit interviews. ◦ Performance data – financial, operational and customer.
  • 6. Approaches to measurement ◦The human capital index ◦The organizational performance model ◦The human capital monitor
  • 7. Human capital index ◦Watson Wyatt (2002) identified four major categories of HR practice that could be linked to increases in shareholder value creation. These help in calculating human worth; ▫total rewards and accountability ▫collegial, flexible workforce ▫recruiting and retention excellence ▫communication and integrity
  • 8. The organizational performance model ◦ People, work processes, management structure, information and knowledge, decision making and rewards plays out differently within the context of the organization, creating a unique DNA. ◦ If these elements have been developed piecemeal, as often happens, the potential for misalignment is strong and it is likely that human capital is not being optimized. ◦ ‘Internal Labour Market Analysis’: draws on the running record of employee and labour market data to analyse the actual experience of employees. Thus gaps can be identified between what is required in the workforce to support business goals and what is actually being delivered.
  • 9. The human capital monitor ◦ is to identify the human value of the enterprise or ‘human asset worth’: employment cost × individual asset multiplier. ◦ Individual asset multiplier: a weighted average assessment of capability, potential to grow, personal performance (contribution) and alignment to the organization’s values set in the context of the workforce environment. ◦ Absolute figure isn’t important: what does matter is to consider whether human capital is sufficient, increasing, or decreasing, and highlights issues to address. ◦ The most critical indicator for the value of human capital is the level of expertise possessed under the headings of identified organizational core competencies.