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The ROI of Human Capital
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Produktbeschreibungen
Pressestimmen
"An important new business book... The ROI of Human Capital will serve as an excellent reference and guidebook for HR professionals and business leaders, especially CEOs and CFOs, who need to understand how HR contributes to their bottom line. I can serve as a roadmap for HR professionals who want to plan their organizational strategy in a way that will be embraced by the executive team. This work will be invaluable as a framework for executive dialog on HR issues."
--HR Magazine
Kurzbeschreibung
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 reference for SAS users. This title addresses concepts related to SAS programming, but it is not specific to SAS and does not include SAS examples.
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
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1 von 1 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
This review was written and published by Barbara Jacobs forBOOKLIST, a national book review service.... Wall Street has long shunned the notionthat employee satisfaction or dissatisfaction impacts the corporation's bottom line. Esteemed consultant and prolific author (The 8 Practices of Exceptional Companies, 1997) Fitz-enz balances the scorecard with his metrical and sometimes lyrical evaluation of employees---aka "human capital"---which he calls ROI. In fact, this is a scholarly tome well worth reading by more than the HR crowd; in it, he sets forth guidelines to measure the effect of human performance as well as improvement initiatives such as restructuring and outsourcing. Some are mathematical formulas, which, after a careful drilling down through, are less intimidating. Others reflect a wise and commonsensical review of other management gurus' findings, a recap and then a reapproach. One example of why benchmarking fails is that the initiative is defined in too broad a scope---or, in the author's words, "don't take on world hunger." Solid business wisdom that allows for humanity and humor. ---Barbara Jacobs
3 von 4 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
This book is a must reading for all human resource professionals and a must in all libraries. I found this book very interesting and being a human resource professional myself, this told me methods and introduced me to many tools in which the human resource can be quantified and accountability can be broughtinto this department, especially HR department. Wonderful book and it makes Human capital accounting sounds practical, feasible and logical. Worth every penny
0 von 1 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
"In the closing years of the twentieth century, management has come to accept that people, not cash, buildings, or equipment, are the critical differentiators of a business enterprise. As we move into the new millennium and find ourselves in a knowledge economy, it is undeniable that people are the profit lever. All assets of an organization, other than people, are inert. They are passive resources that require human application to generate value. The key to sustaining a profitable company or a healty economy is the productivity of the workforce, our human capital...Drucker claims that the greatest challenge for organizations today and for the next decade at least is to respond to the shift from an industrial to a knowledge economy...This shift toward knowledge as the differentiator affects all aspects of organizational management, including operating efficiency, marketing, organizational structure, and human capital investment...Since employee costs today can exceed 40 percent of corporate expense, measuring of the ROI in human capital is essential. Management needs a system of metrics that describe and predict the cost and productivity curves of its workforce" (pp.1-3).
Within this general framework, Jac Fitz-Enz argues that without measurement we cannot:
* communicate specific performance expectations.
* know what is going on inside the organization.
* identify performance gaps that should be analyzed and eliminated.
* provide feedback comparing performance to a standard or a benchmark.
* recognize performance that should be rewarded.
* support decisions regarding resource allocation, projections, and schedules.
In short, he argues that "if we don't know how to measure our primary value-producing assets, we can't manage it".
On the other hand, in Chapter 1, he displays many of the management panaceas that have hit the market in the past fifty years as follows:
** 2000 ? ? ? ? ?
-Intellectual Capital-Learning Organization
-Rightsizing-Balanced Scorecard-EVA
** 1990 -TQM-Reenginering-7 Habits-Delayering
-Downsizing-Customer Service-Benchmarking
-Kaizen-Empowerment-Continuous Improvement
** 1980 -Corporate Culture-Change Management-MBWA
-Intrapreneuring-Relationship Marketing-Excellence
** 1970 -Quality Circles-Diversification-One Minute Managing
- Work Simplification-Needs Hieracchy-Statistical Process Control
- Organizational Renewal-Value Chain-Portfolio Management
** 1960 -Managerial Grid-Matrix-Hygienes and Motivators-Theory Z
-Theory X&Y-Plan-Organize-Direct-Control-Human Relations
** 1950 -Management by Objectives-Management Science-Decision Tree
I highly recommend this 'must' reading study to all executives and HR practitioners.
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