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This presentation provides:
- an overview of the insurance sector in emerging markets
- the various drivers insurers need to focus on in order to effectively serve low-income customer segments
- key challenges and focus areas
- EY's customised solutions
For further information and to download a copy of the EY and Leapfrog report, "Operational excellence for insurers focusing on emerging consumers", visit: http://www.ey.com/GL/en/Industries/Financial-Services/Insurance/EY-Operational-excellence-for-insurers
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Growing Impact of Human Capital Analytics on modern economy: A Generic overview:iosrjce
The term Human Resource Management is used to describe the entire workforce of an organization.
Through the etymological meaning has got its recognition gradually. A paradigm shift is worth mentioning in
this regard when the connotation of "personnel management" related to industrial psychology, welfare
management started to digress and it evolved in to "Human Resource Management. The Co-relation is also
evident from economic perspective too. The four factors of production comprise the entire gamut of economics
and one such variable "Labor" is highly predominant factor. The purpose of writing this article is to highlight
the growing importance of proper workforce planning in relation todata analysis in various domains such as
healthcare in the United States, the public sector in Europe, retail in the United States and manufacturing and
personal-location data globally, the economy as a whole is dependent on manpower, the biggest backbone of a
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EY activities and solutions for insurers focusing on the emerging consumersEY
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Growing Impact of Human Capital Analytics on modern economy: A Generic overview:iosrjce
The term Human Resource Management is used to describe the entire workforce of an organization.
Through the etymological meaning has got its recognition gradually. A paradigm shift is worth mentioning in
this regard when the connotation of "personnel management" related to industrial psychology, welfare
management started to digress and it evolved in to "Human Resource Management. The Co-relation is also
evident from economic perspective too. The four factors of production comprise the entire gamut of economics
and one such variable "Labor" is highly predominant factor. The purpose of writing this article is to highlight
the growing importance of proper workforce planning in relation todata analysis in various domains such as
healthcare in the United States, the public sector in Europe, retail in the United States and manufacturing and
personal-location data globally, the economy as a whole is dependent on manpower, the biggest backbone of a
nation leveraging on the right talent.
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
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Performance
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Employee Movement
Total Rewards
The challenges in today’s business environment require new approaches to remain competitive in an ever-shrinking world of global competition. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
View the full webinar recording here:
http://www.visier.com/lp/the-datafication-of-hr-graduating-from-metrics-to-analytics/
Download the companion white paper here:
http://www.visier.com/lp/wp-datafication-of-hr/
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Datafication is a new term used to describe the process of turning an existing business into a “data business.” In HR it refers to our increasing ability to use Talent Analytics to understand more and more about our people, HR practices and processes, and external demographics.
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Learn the difference between metrics and analytics, as well as key analytics and their values in these core areas:
Recruiting Effectiveness
Performance
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Employee Movement
Total Rewards
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View the full webinar recording here:
http://www.visier.com/lp/the-datafication-of-hr-graduating-from-metrics-to-analytics/
Download the companion white paper here:
http://www.visier.com/lp/wp-datafication-of-hr/
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MHR Analytics is committed to helping every organisation use this mass of data to obtain actionable insights for real growth. Learn more about where you are on your data journey.
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In the International Year of the Coral Reef (2008), you have the opportunity to help celebrate and record Fiji’s amazing coral reef biodiversity, show you care about our world’s delicate coral reef systems, and have fun, by taking part in a week-long hunt for the Great Fiji Butterflyfish!
Easy to do, this is suitable for visitors and locals alike, whether you are a snorkeler, SCUBA diver or Glass-bottom boat passenger. We hope that tourists, school children, scientists and all people with an interest in the marine environment will take to the reefs with us to search for Butterflyfish.
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So, grab your Great Fiji Butterflyfish Count slate from participating resorts and dive operators, put on your snorkel and mask and dive into the beautiful blue waters of Fiji, to be a part of history!
Globally, women count for around 20% to 25% of the IT workforce. Why is this? This presentation explores what we need to do to attract and retain more women into the IT industry.
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Challenge conventional thinking in your business.
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1. Can Changes in Human Capital
Metrics explain Movements in
Organisations’ Value?
Linking Human Capital to
Business Performance
Gail Sturgess – Workforce Architect / Human Capital Strategist
1 Linking Human Capital to Business Performance
2. How I Got Here
IT background
– Business Analyst – Financial Systems
– Financial Modeller
But What about People?
– There’s GOT to be a better way!
2 Linking Human Capital to Business Performance
www.hcminst.com
3. What CEOs Want
Business Analytics
– Customer Intelligence
– Competitive Intelligence
– Workforce and Productivity
E-Commerce
Customer Experience
Business Reporting
Cloud Business Case
Business Process Improvement
Source: Gartner
3 Linking Human Capital to Business Performance
4. What CEO’s Want
Workforce and Productivity
– North America – 8%
– APAC – 4%
– EMEA - <1%
4 Linking Human Capital to Business Performance
10. HCMI Research
HCMI
– Better ways of measuring investments in Human Capital
– Transform Workforce data – Source of Value
Drives fact-based decision-making
Research
– Pepperdine University GSB
– Late 2012
– 16 year analysis period (1996 – 2011)
– Over 50000 companies included in the analysis
– 17 Variables Included
6 Human Capital Variables
– 12 of 13 industry sectors
Linking Human Capital to Business Performance10
11. Key Questions
Can Human Capital be valued and contribution
Quantified?
Can Return on Human Capital be definitively
Linked to Business Results?
Can Changes in Human Capital Metrics
PREDICT Company Performance?
Linking Human Capital to Business Performance11
12. Key Findings
Varies by Industry
• Average
• 10% Human Capital
Metrics
• -.7% to 29% Share Price
Gain
Linking Human Capital to Business Performance12
13. Key Findings
Human Capital
Contributions are Clearly
Linked to Share Price
• Top 25%
• HC Metrics – 51%
• Share Price – 4%
• Others
• HC Metrics - -52%
• Share Price - -1.1%
Linking Human Capital to Business Performance13
Share Price Performance
Finance and Insurance Sector
14. Key Findings
TCOW Superior than
FTE
– Revenue / FTE
– Profit / FTE
Return on Human
Capital Investment
(Return on HCI)
– Most Significant
– Across Sectors
Linking Human Capital to Business Performance14
Human Capital
Metrics
– 35% to 64% Share
Price Change
– 1% by Net Income
Human Capital
Metrics
– Show Different Picture
– “False” winners
– “False” losers
15. Three Key Human Capital Metrics
TCOW (Total Cost of Workforce)
– ALL costs associated with the workforce
– Including HR
Return on Human Capital Investment (Return on
HCI)
– Compares TCOW with NOP
– Shows expected return of R1 HC investment
– All other factors the same
Human Capital ROI Ratio (HC ROI Ratio)
– Measures Ratio of Return on Revenue (net of TCOW) versus
TCOW
– Measure of expected return on R1 invested in Workforce
Linking Human Capital to Business Performance15
19. The Biggest Winners / Losers
Linking Human Capital to Business Performance19
Winners
Admin, Support & Waste Mgmt
Mining
Wholesale Trade
Transportation & Warehousing
Accommodation & Food Services
False Winners
Professional and Technical Services
Healthcare
Surprise Winners
Manufacturing
Utilities
Losers
Finance & Insurance
Arts & Entertainment
20. Observations and Insights
Low HC-intensive
– HC Costs are significant
– But not largest
– High Returns possible on small changes
High HC-intensive Service-driven
– Greatest potential to increase Productivity
– Without increasing HC costs
Increase Commodity Prices
– Drive gains in HC ROI Ratio
– Without large HC increase
Linking Human Capital to Business Performance20
21. Industry Focus
Finance and Insurance
Transportation and Warehousing
Linking Human Capital to Business Performance21
22. Finance & Insurance - Traditional
Linking Human Capital to Business Performance22
27. Vive la Difference – Transportation & Warehousing
Linking Human Capital to Business Performance27
28. What’s in it for ME?
Linking Human Capital to Business Performance28
29. Scope of HR Today
Linking Human Capital to Business Performance29
Personnel
• Control
• Compliance
• Administration
• Payroll
Service
• Recruitment
• Remuneration
• Talent
Management
• Performance
Appraisal
Decision
Support
• Return on
Investment
• Organisational
Performance
Expense Generator of Capital
30. Questions
Linking Human Capital to Business Performance30
Do we have the right number of Employees?
What is the right Workforce Cost?
What is the Marginal Return of R1 invested in the Workforce?
What is the ROi on our training investment?
Where does our Best Talent come from?
What percent of our Workforce is customer-facing or revenue-generating?
Is the ROI on Human Capital higher than the ROI for other business capital?
What are the Leading Indicators of Employee Turnover?
Are Management effectively managing our Human Capital?
Are we loosing the right people, or the wrong people?
Is internal mobility a source of value creation or turnover and cost?
What percent of the Workforce has a Defined Career Path?
Where can an investment in training improve productivity and profitability?
What is the ACTUAL Cost of Turnover to our Business?
What is our optimal pay/performance mix?
Is Productivity increasing/decreasing/static?
33. Platform for Human Capital Management
Linking Human Capital to Business Performance33
34. A Final Thought
Linking Human Capital to Business Performance34
“Consider the discipline with which
companies measure, manage, and grow
financial Capital. Now – think of how
they manage Human Capital. The ‘most
important asset’ is largely unmanaged.”
“The New Human Capital Strategy” Bradley W Hall
35. Linking Human Capital to Business Performance35
LinkedIn: za.linkedin.com/in/gailsturgess/
Skype: gailsturgess
Twitter: @gailsturgess
Facebook: http://facebook.com/Gail.L.Sturgess
083 654 6480
Website: www.talentalign.com
Email: gails@talentalign.com
Blog: http://ithrguru.com
Gail Sturgess
Editor's Notes
I am Gail Sturgess, and the topic for this presentation is “Linking Human Capital to Business Performance”.This presentation is based on research done by Human Capital Management Institute (HCMI) in 2012 which asked the question:Can Changes in Human Capital Metrics explain Movements in the Share Price (or value) of Organisations?
I’m not going to bore you with a history of what I’ve done or not done. Just the basics on how I get to be standing here today.Firstly – I’m an IT person, NOT an HR person. I spent most of my life in the Systems Development side of IT, ending up as a Business Analyst, specialising in Financial Systems. I was also a Financial Modeller – the fore-runner to Business Intelligence – and wrote Financial Models for most of the top 20 companies in SA at the time. So, as well as being an IT person, I am “strong” in aspects of Finance.But something that has always fascinated me is – surely there’s a way of understanding the value that people bring to an organisation. Surely there’s a better way of understanding the role that people play in organisational success.Then in November 2011 – I discovered the Human Capital Management Institute in LA, USA. And they, seemingly, HAD the answer to this. So I contacted them, did a couple of their courses, and then acquired the distributorship for their products in Africa. We are now “marketing” these concepts and products to the corporate world in South Africa and Africa.
At the recent (2013) Gartner Symposium in Cape Town, there was quite a strong influence shown in the broader aspects of what CEOs want – not just CIOs.These are the “leading” wants of CEOs. But the really interesting statistic is the Business Analytics – which heads the list of what CEOs want.Breaking down this “want”, CEOs want analytics relating to:The CustomerThe CompetitorsThe Workforce
And an interesting anomaly regarding Workforce and Productivity information.The data was presented in the form of a forced ranking graph.Customer Intelligence information is the most sought-after information by CEOs, and this was ranked at 15%Workforce and Productivity information was ranked about 8th on the list, but it is the breakdown of this information that is MOST interesting.In North America, at 8%, CEOs are highly focussed on Workforce and Productivity information. This is 4% in the APAC region, and less than 1% in the EMEA region.Why is that? Why is it that North America and the APAC region are very focussed on Workforce and Productivity Intelligence, yet in Europe and Africa, there is such a low interest in this sphere of business.And this is borne out in the experience of HCMI. Most of the large businesses in NA and APAC regions are engaging with HCMI to measure the impact of their Human Capital on organisational profitability and success. Yet, apart from South Africa, there is little interest in this area of business.A big question for me is WHY are we so far behind North America and APAC countries when it comes to measuring and managing workforce issues and productivity?There are probably a number of reasons which together make up the reason, but one of them just HAS to be – because we don’t see the value in it!So my objective today is to show you that there is a very REAL value in measuring and understanding workforce and performance issues – value that extends beyond HR and that impact on Organisational Performance.
Let me start off with, what I believe, is a rather shocking fact.This is a graph taken from a research paper by Spencer in around 2001 – Google it and you’ll find it easily.Using Function Point to analyse the productivity of a group of Programmers – this is the result.Just looking at this graph – what would YOU say is the percentage difference between the laggard – the dot to the left of the mean (-1SD), and the Superstar – the green star (+2SD)?Well – let’s take a look.The difference is an incredible 1272% in productivity – or a multiplier of over 11 times their salary.The “Star” (1 SD in terms of this research) is 320% more productive with a multiplier of more than twice their salary.But to emphasize this even more, I superimposed a Normal Curve over this graph. If this was a Normal population, the Superstar at the second standard deviation, would actually be just a “Star”. And the Star in the research would be a Laggard.You can do a fairly simple calculation to work out the cost to YOUR organisation if you are on the research curve.This is what we are settling for today. THIS is the cost of not measuring.Measure to Manage – What gets Measured, gets Managed – Drucker!
Most organisations have as part of their Vision and Mission that “Our People are our Greatest Asset”. Which of you, here today, say this?But – How do you KNOW? What is the basis for this statement?
If you can’t quantify it – it’s nothing more than Motherhood and Apple Pie!
The truth is, when things are going well and the markets are growing, we do treat our employees as assets.
However, when the downturn happens, employees are among the first “costs” to be cut.One of the most myopic business phrases that I hear is “Headcount Freeze”. Does no-one understand the overall impact of this? But that is a different discussion.
The Human Capital Management Institute was founded in the 1990s on the belief that there are better ways of measuring investments in Human Capital. The aim of HCMI is to transform Workforce Data into a Source of Value for the organisation that drives fact-based decision-making for workforce measurement and planning.In late 2012 HCMI, together with Pepperdine University Graduate School of Business, conducted a research of over 50 000 companies from the Compustat database – globally.
The key questions that this research sought to establish are:Can Human Capital be Valued, and can their Contribution be Quantified?Can the Return on Human Capital Investment be definitively linked to Business Results?Can Changes in Human Capital Metrics PREDICT future Organisational Performance – or Share Price?
The answer is a clear “YES”. Changes in Human Capital Metrics can and do reflect changes in Share Price – or Organisational Value.But it’s different for different industry sectors.This graph shows the impact of a 10% increase in Human Capital Productivity Metrics on Share Price for the different sectors.What this means is, of you want to increase your Share Price by 9.6% - everything else remaining the same, you need to increase your Human Capital Productivity Metrics by 10%.
This graph compares the Top 25% companies in the Finance and Insurance Sector with the others in the sector.The top 25% companies improved their Human Capital metrics by 51% with a 4% average annual stock price gain and 66% overall.The others had a decline of 52% in their Human Capital metrics which resulted in a decline of 1.1% in their average annual stock price and -14.8% overall.
Other Key Findings are:Total Cost of Workforce is a better measure to use than FTE.Return on Human Capital Investment is the most significant Human Capital metric in predicting share price changes across all sectors.Human Capital metrics are significant in all sectors explaining 35% to 64% of share price rate of change, which is significantly MORE than the 1% explained by Net Income rate of change.Human Capital metrics give surprising new insight to organisational performance, especially by industry.
So, what are the 3 key Human Capital Metrics that link Human Capital to Business Performance? Here they are:Total Cost of Workforce (TCOW) – includes ALL costs associated with the workforce – including HR costsReturn on Human Capital Investment (Return on HCI) – compares TCOW with Net Operating Profit and shows the expected return of R1 Human Capital Investment – all other factors remaining the sameHuman Capital ROI Ratio (HC ROI Ratio) – measure the ratio of Return on Revenue (net of TCOW) versus TCOW and shows the expected return on R1 invested in the Workforce.
We’ll look at the different story told by these new Human Capital metrics, comparing them with the more traditional metrics.This graph uses the traditional Profit per FTE on one axis and Revenue per FTE on the other.From this graph we can see that Finance and Insurance, Wholesale Trade, and Transportation and Warehousing improved over the period.
Then we compare with the new Human Capital Metrics.This graph has Human Capital ROI Ration on one axis, and Return on Human Capital Investment on the other.This tells a different story. In fact, Finance and Insurance went down over the period, while Mining and Real Estate improved.
This graph shows all industries, sorted based on the Return on Human Capital Investment (Return on HCI), which the research showed to be the most reliable predictor of business performance.The blue columns are the Return on HCI, while the gold columns are Human Capital ROI Ratio.You will all remember what Disraeli said – “There are lies, dambed lies and then there are Statistics”.When analysing the Business Performance of any organisation, you always need to look at a variety of statistics and other information.However, this is the first research that shows, all other things being equal, these three Human Capital Metrics are worthy to be included in the battery of organisational statistics used to analyse Organisational Performance.
In this graph the Winners include organisations that gained in all four of the Human Capital Metrics:Revenue per FTEProfit per FTEReturn on Human Capital InvestmentsHuman Capital ROI RatioThe Losers showed gains in the traditional Revenue and Profit per FTE metrics, but losses in the new Human Capital metrics.The Surprise Winners showed some gain in the traditional Revenue and Profit per FTE metrics, and significant gain in the new Human Capital metrics.The False Winners shows larger performance gains in the conventional Revenue and Profit per FTE metrics, but showed no gain in the new Human Capital metrics.
Other interesting insights from this research centre on the Human Capital intensity of the different industries.In Low Human Capital-intensive industries:Human Capital costs are significant, but are not the largest (jet fuel in the Transport industry)Therefore, higher returns are possible based on smaller changes in Human Capital metrics.In High Human Capital-intensive industries:There is the greatest potential for productivity increasesWithout having to increase Human Capital costsIn industries driven by global Commodity prices (e.g. Mining)It is possible to drive improvement in the Human Capital ROI RationWithout significant increase in Human Capital
We will dig a little deeper into two of the industries in the study.Finance and Insurance,Transportation and WarehousingThese were chosen because of the depth of public company data available for these sectors, as well as the relative Human Capital intensity of these two sectors.
When breaking down the Finance and Insurance industry into its component parts, we have a better view of the different sectors.Using the traditional HR metrics, Investment Banking, Commercial Banking and Savings Institutions all show an improvement.
However, when the new Human Capital metrics are applied, all actually show a decline.What does this mean? Should we discard the old metrics and focus only on the new. Absolutely not. All figures tell a story, and it’s the balance of the story that one needs to know and understand, whether you’re an investor or a manager. If you don’t have the complete picture, you are bound to make the wrong decision.
So, in the Finance and Insurance industry, the graphs on the left tell us that they have managed to grow their Revenue and Profit with fewer people. Great stuff.However, the graphs on the right tell us that the fewer people are actually costing them more!!They exchanged lower cost employees for higher cost employees, but this did not help them improve overall business performance.
In the Transportation and Warehousing industry, the sectors are broken down into Air Carriers, Railroads, Couriers and General Trucking.Based on traditional metrics all have improved over the time on a Revenue basis, however, only Railroads have improved significantly based on Operating Profit. Presumably the fuel price had something to do with that.
The new metrics tell a similar story, which means that they are managing their Human Capital costs, and the problems impacting on Operating Profit are not directly related to Human Capital.
As an industry, costs are being well contained with similar pictures shown by both traditional HR metrics and new Human Capital metrics.
So, you might say, that’s all good and well – but what’s in it for ME? Why should I care about this stuff?The straight answer is – you really don’t have to care. If you are happy with what you have and where you are today, then you don’t have to concern yourself with any of this.If, however, you want to be part of the “new era of HR” – the move from HR as an Expense to HR as a generator of Capital (Human Capital), then you really do need to heed what is going on in this space. And you need to be making plans as to how to incorporate this into your sphere of both capability and influence.
Let’s look at the Scope of HR today. And I call it the Scope because it’s just that. Nothing that we have done in the past does not need to be done today.We still need Compliance, we still need Employee Administration, and we still need Payroll.In the Service era of today, we are still going to need Recruitment Services, Remuneration Services, Talent Management Services, Performance Appraisal Services and the other services offered by HR today.So, if any of these are your specific area of expertise, and it is where you want to be, then no-one is trying to persuade you otherwise.But what we are talking about today is shifting the scope of HR – and shifting it into a new and very different space. The space of Quantitative Metrics and Analytics. The space of providing data-driven decision-making into the C-Suite IN THEIR LANGUAGE!
In this world of Decision Support, it’s not about Systems, it’s not about Processes, it’s about Asking Questions.And there are an almost infinite number of questions that you can ask:Do we have the right number of Employees?What is the right Workforce Cost?What is the Marginal Return of R1 invested in the Workforce?What is the ROI on our training investment?Where does our Best Talent come from?What percent of our Workforce is customer-facing or revenue-generating?Is the ROI on Human Capital higher than the ROI for other business capital?What are the Leading Indicators of Employee Turnover?Are Management effectively managing our Human Capital?Are we loosing the right people, or the wrong people?Is internal mobility a source of value creation or turnover and cost?What percent of the Workforce has a Defined Career Path?Where can an investment in training improve productivity and profitability?What is the ACTUAL Cost of Turnover to our Business?What is our optimal pay/performance mix?Is Productivity increasing / decreasing / static?This is just a small sample of the kind of questions that can be asked when it comes to Workforce Analytics. And each organisation needs to identify the top 5 or 6 questions that are pertinent to the strategy and the operation NOW! And then, ask the same or a different battery of questions the next time. But only the strategy and circumstances at that time can dictate which questions to ask.
Analytics is like The Amazing Race. Participants in the Amazing Race don’t get the next step until they arrive at the previous destination.Analytics is just like this. But YOU have to decide what the “clues” (questions) are. And only when you get the answer – right or wrong – do you know what questions to ask next.
The “skill” of Analytics is about Asking the Right Questions.And then finding the data that may be able to provide some answers, and using Tools available, like the HCMI Human Capital Financial Statement (HCFS) tool that we provide to connect the data and provide answers to the questions.Thereafter it’s an iterative process. From the answers you may or may not get the right answers. Which means you need to find more or better data, or you need to refine the model.What is MOST likely is that you will have other, generally deeper, questions to ask. This may or may not need more data, and may or may not need other refinements to the model.The problem that we all have with the concept of Analytics isIT IS JUST NOT DEFINABLE AT THE BEGINNING!The process is iterative, and the route indeterminable until you get there.
The Platform for “new” Human Capital Management is based on putting in place two essential elements.On the one side it is a Workforce Architecture that is designed, planned, consistent and based on standards and “clean” data.On the other side it is the tools for measuring the impact of what happens in between so that you know when to give attention to what.And in the middle are the traditional HR processesRecruitment and OnboardingMobility and Career PathsTraining and DevelopmentPerformance and EngagementRetention and TurnoverReward and BenefitsBut it’s the two support elements that make it coherent and than Link Human Capital with Business Performance.
I’m ending with a quote from the book “The New Human Capital Strategy” by Bradley W Hall.What we, IITPSA, SABPP, and TalentAlign are trying to achieve with these annual Human Capital Strategy seminars, is to help you to Use YOUR Human Capital to create improved Business Performance.
Are there any questions?Thank you for attending our seminar on Human Capital Strategy and I know that you will enjoy the rest of the presentations today.Below are all the different ways that you can contact me if you would like to know more about setting up your Workforce Architecture and/or Measuring the results of your Human Capital Strategy.
