【正文】 regularlyThe HR Balanced Scorecard is also consistent with the initiatives many organizations are introducing to their peoplemanagement practices like crossfunctional staffing, variable pay, team and individual accountability and multiple feedback sources. The measure would eventually help the organization understand the effectiveness of HR policies and processes.As Kaplan and Norton note, the Balanced Scorecard has “...enabled panies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn’t a replacement for financial measures。 information systemsFinancial measures dominate in reports View people as costs to the organizationforwardlooking backwards at performance Focus on past performance。Shortterm perspectivemeasurescategoriesSingle framework based on accounting A business and linked measurement framework focuses activity on those tasks that contribute to organizational success. This process lifts the role of HR from being viewed purely as a cost centre to that as strategic business partner. HR will be proactive in identifying potential improvements and bringing suggestions to the business that improve bottomline results。 The right mix of lead and lag measures helps the business assess its strategic alignment and progress towards its objectives。 Collecting and using data to make decisions regarding retaining and motivating the workforce, giving the organization a petitive advantage in the marketplace。 Measurement provides the data and facts to support business decisions, giving credibility to HR remendations and initiatives。 are service level agreements met。 and 178。178。s business strategy. This places many HR functions at risk in a number of ways:178。 A similar relationship exists between engagement and fiveyear sales growth. The correlation measured here was , again indicating a strong relationship.On a micro level, Hewitt’s consulting work with specific organizations has also identified a strong and consistent link between engagement and a variety of measures like financial performance, customer satisfaction and employee and customer retention.As you will see in a later article, a Hewitt study involving panies that show doubledigit growth (DDG, showing cumulative 10%+ growth over a fiveyear period), also exhibited a much higher level of engagement in the organization. As many as 93% of executives at DDG panies are engaged pared to 52% for all employees in all panies (see Figure 2).All this research allows us to suggest a generic, highlevel model for the important role that employee engagement has in outperforming your petitors. This notion of employee engagement is, we believe, certainly not the only but without doubt the core and fundamental building block of human capital.A giant step forward from attitude and satisfaction measures of the past, HCM delivers invaluable data regarding employee engagement. And organizations that are following through on strategies to boost their employee engagement are not only improving their short and mediumterm business results, but are also solving the talent dilemma and driving longterm value for their shareholders, customers, and employees.For a detailed discussion of the Best Employers research, see Hewitt’s best selling Leadership and Talent in Asia: How the Best Employers deliver extraordinary performance.Organizations are beginning to look at their human capital investments with interest. HCM helps them understand the return on this investment as well as evaluate its impact on business performanceToday, it is rare that an organization should not have employees as one of its top three or four expense categories. Salaries, benefits, training and development, recruiting, employee munication, lost productivity due to turnover … it all adds up to a huge investment. While organizations apply rigorous 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.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 organization’s ability to pete, grow and produce value. We all know that there is a large gap between the market value of most organizations 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 2000, this :1 ratio still accounts for a large portion of your organization’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 organization’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。 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。 High performing panies have an engagement score that is 2025% higher than average。69 / 69When you sit down to evalua