【正文】 s business strategy. This places many HR functions at risk in a number of ways: ? Measures reported are often lagging. There are no indicative signs of future performance for management to take action in time。 ? The correlation between employee engagement and a pany’s average fiveyear TSR is . This means the level of employee engagement explains 29% of the variation in TSR。 are service level agreements met。 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 panies is 1215 years. So many panies will ―die‖ in their teens and only a handful will survive into the next century. To plicate the situation, the world as a marketplace is shrinking and petitors straddle the globe. A new service offering is duplicated within hours, a product launch sees petitors39。 and Benchmarking focuses on what others are doing and can inhibit outsidethebox thinking or refocus on new people strategies. Building HR Scorecards The HR Balanced Scorecard is an effective tool to illustrate the contribution of HR to achieving longterm value generation. It is based on the business measurement framework provided by Robert S. Kaplan and David P. Norton. Besides providing a framework for measuring the effectiveness of HR 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 12 頁 共 64 頁 strategy, a Hewitt HR scorecard serves as a munication and planning tool. The scorecard ensures alignment of HR strategy with overall business strategy, focuses HR initiatives on meeting strategic goals, and evaluates the impact of diverse HR activities on an anization’s longterm business objectives. A Hewitt HR scorecard uses four ponents to define and measure the effectiveness of peoplemanagement activities and how they contribute to longterm value creation for an anization: Financial: This area of the scorecard focuses on the short