The ROI of Human Capital: Measuring the Economic Value of Employee Performance, Second Edition | by Jac Fitz-enz | 2009 | ISBN: 9780814413326. HR Professionals Best Practices. Human Capital Management Model. Human Capital Enterprise Scorecard.
The ROI of Human Capital: Measuring the Economic Value of Employee Performance, Second Edition
by Jac Fitz-enz
2009 (337 pages)
ISBN:9780814413326
For organizations performing the essential task of measuring the value of their people, this go-to resource shows executives and HR professionals how to gauge human costs and productivity at three critical levels.
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The ROI Of Human Capital—Measuring the Economic Value of Employee Performance, Second Edition
Preface to the Second Edition
Business Changes
The Good News
Looking Ahead
Acknowledgments
Preface to the First Edition
The Missing Piece
Facing the Talent Shortage
Acknowledgments
Chapter 1 – Human Leverage
The Shift
The New Human Capital Management Model
Effects on Organizational Management
Data for Management
Making the Change
Data Conundrum
Two Aspects of Human Capital
What Human Resources Can Learn from Finance
HRP
People and Information
Data-to-Value Cycle
Organizational Capacity
Surveying the Track
The ROI Race
False Starts
Points of Measurement
Summary
Chapter 2 – How to Measure Human Capital’s Contribution to Enterprise Goals
Overview
Constancy and Alignment
How to Become a Business Partner
The First Step
Human-Financial Interface
AStrategic View
Enterprise-Level Metrics: The Launch Point
The H in Human Capital
Human Capital Enterprise Scorecard
How to Marry Quantitative and Qualitative
Benchmarking’s Danger
The Willy Loman Syndrome
Summary
Chapter 3 – How to Measure Human Capital’s Impact on Processes
Making Money Through Process Management
In the Beginning
The Return of Reason
Positioning Business Unit Processes
Process/Talent Case
Supply Chain Management
Human Capital in Processes
Anatomy of a Process
Process Performance Matrix
Finding Human Capital Effects
A Test Problem
Summary
Chapter 4 – How to Measure Human Resources’ Value Added
Whither HR?
Top Reasons for Employees Leaving
Human Capital Performance Evaluation
Change Measurement
Human Capital Scorecard
Human Capital Accounting
A Human Capital P&L
Benchmarking, Best Practices, and Other Fairy Tales
Truly Effective Practices
Summary
Chapter 5 – End-to-End Human Capital Value Reports
Overview
One Sure Path to Profitability
Three Examples
Cases
An Integrated Reporting System
Leading Indicators
Chapter 6 – Human Capital Analytics: The Leading Edge of Measurement
AModel and System
Relationships and Patterns
Pattern Recognition
Fallacies in Trend Identification
Finding Meaning
Extrapolation
The Importance of Context
Charlatans
Business Applications
Performance Valuation
Data Sensors: Forecasting and Predicting
Toward a Human Capital Financial Index
Index Value
Index Application
Data Sources
Summary
Chapter 7 – Predictive Analytics: Leading Indicators and Intangible Metrics
Toward Leading Indicators
Leading Indicator Examples
Enterprise Futures
Functional Futures
Be Prepared
Assessment
Employee Mind-Sets
Indirect Sign
Competitiveness
Indexing the Problem
Scoreboarding Overview
Summary
Chapter 8 – How to Measure and Value Improvement Initiatives Results
Rebirth of U.S. Business
The New Age
Measuring the New Capital
Restructuring: A Fading Star
Employee Engagement
Contingent Workforce Management: The New Human Capital Challenge
Mergers and Acquisitions: Buy vs. Make
Benchmarking: A Value-Adding Approach
Summary
Chapter 9 – Outsourcing: A New Operating Model?
Overview
Mixed Results
Trends in Functional Outsourcing
Outsourcing Life Cycle
Service Initiatives and Satisfaction
Getting It Right
The Future: Web 2.0 and Outsourcing
Beyond Cost Cutting
In the End
Chapter 10 – How to Change the Game
Overview
HR’s Disruptive Technology
Process Optimization
Integrated Delivery
Analysis
Predictive Metrics
Leading Indicators
The New Game
Summary: Learning While Doing
Chapter 11 – Eleven Principles, Seven Skills, and Five Metrics
Principle 1: People Plus Information Drive the Knowledge Economy
Principle 2: Management Demands Data; Data Helps Us Manage
Principle 3: Human Capital Data Shows the How, the Why, and the Where
Principle 4: Validity Demands Consistency; Being Consistent Promotes Validity
Principle 5: The Value Path Is Often Covered; Analysis Uncovers the Pathway
Principle 6: Coincidence May Look Like Correlation but Is Often Just Coincidence
Principle 7: Human Capital Leverages Other Capital to Create Value
Principle 8: Success Requires Commitment; Commitment Breeds Success
Principle 9: Volatility Demands Leading Indicators; Leading Indicators Reduce Volatility
Principle 10: The Key Is to Supervise; the Supervisor Is the Key
Principle 11: To Know the Future, Study the Past— but Don’t Relive It
Seven Skills That Make It All Work
Five Metrics of Life
Conclusion
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