【正文】 orous scrutiny to the investments they make in capital equipment, acquisitions of business and similar investment decisions, few apply equivalent rigour to question the multimillion dollar investment they make each year in their employees. Fewer understand their employee investments beyond the cost of salary and benefits and fewer still understand the return on their investment in employees. This is the information that Human Capital Measurement (HCM) provides to help you run your business efficiently. 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 8 頁 共 64 頁 Employees are not just a cost. Like any other investment, they provide a return. Employees are not just a cost. Like any other investment, they provide a return. Increasingly, the contribution of employees accounts for more of an anization’s ability to pete, grow and produce value. We all know that there is a large gap between the market value of most anizations and what appears on their balance sheets. Hopefully for your business that gap is a positive difference — things are serious when it’s negative. In today’s economy, it’s estimated that on average the market value stands at $ for every $1 that appears on the balance sheet. While this number has dropped from the heady highs of $ in March 20xx, this :1 ratio still accounts for a large portion of your anization’s value. Figure 1 shows the results from Baruch Lev’s study of markettobook ratios – it clearly demonstrates the growth in this ratio since the late 70s. So what accounts for the difference? Typically, these are the anization’s intangible assets. Intangibles include a variety of factors such as brand strength and reputation, relationships with customers, patents and a variety of factors that we call human capital。 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 1 頁 共 64 頁 When you sit down to evaluate your anization’s performance, what measures e to mind? Chances are, you first think about your balance sheet measures: how much revenue did we generate last quarter, how much was our growth in sales and profits or what gains did we make in our market share? Next, you may think about the costs: equipment, material, travel and so on. Or perhaps it is your customer measures that e up for consideration: have plaints increased, are they repurchasing our products? These key performance indicators (KPIs) are important and you consider them on a weekly, monthly and quarterly basis. What is often missing from this list is an area that accounts for one of your largest expenses and perhaps creates the most value: your people, or what many now call ―Human Capital‖. People are one of the most important indicators of an anization’s ability to create and sustain value: they e up with the ideas for new innovations, they delight your customers, and they produce your products. In spite of this, many anizations have difficulty demonstrating how spending on people and people programs produce a return on investment. Human Capital Measurement (HCM) bridges this gap by helping anizations focus on people measures, to better understand and predict how employees contribute to their success. It allows panies to quantify how employees are impacted by programs such as training and development, recognition and worklife balance. It also assesses how employees react to anizational changes such as mergers or major restructuring. Most importantly, it can provide the same level of rigor that other areas of your business apply to evaluate their investments. Hewitt Associates has developed a leadership position in the use of Human Capital Measurement. Our Best Employers research supports a growing amount of evidence connecting effective people management with longterm anizational performance. Similarly, we have a number of HCM approaches that we have applied to help anizations sharpen their people investment strategies. In this issue of HQ, we give you some insight into our approach to HCM and describe several specific client situations where this approach has helped them achieve their strategic goals and realize tangible results. Our philosophy toward HCM is to align the approach to your specific situation. We illustrate a wide 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 2 頁 共 64 頁 range of approaches that describe how people scorecards and key anizational performance metrics are developed, optimal people behaviors identified and predictive models framed. HCM can appear daunting and plex but our consultants can work with you from wherever you are starting and to whatever level of sophistication you desire, to help you understand and realize the value of your human capital. HCM is fun, challenging and a leadingedge work. It provides our consultants with a feeling of success and it produces great value for our clients. Mick Bent Managing Director, Asia Pacific Hewitt Associates LLC The average human life span has risen dramatically from a life expectancy of 40 in the early 1900s to 75 years at the turn of the millennium. The human race has learned what factors need to be monitored to increase longevity: a balanced diet, regular exercise, monitoring key measures such as blood pressure, cholesterol, etc. Identifying, monitoring and acting on the right measures has doubled the human life span in one century. Company life expectancy has not fared as well. In the late 1920s and 1930s the average pany life span was over 60 years. Now the average life span of pan