Huus / Osmond People Data

How to Use and Apply Human Capital Metrics in your Company
1. Auflage 2015
ISBN: 978-1-137-46696-9
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 195 Seiten

Reihe: Palgrave Pocket Consultants

People are an organizations' biggest asset and easily amount to 30% of company costs so even small improvements can have a bottom-line impact. A unique toolkit to an important new trend,  People Data demystifies and simplifies the process of understanding and working with human capital metrics.

Autoren/Hrsg.

Huus, Tine

Huus, T.

Osmond, Jonathan

Inhaltsverzeichnis

1;Cover;1
2;Contents;8
3;Preface;12
4;1 Why Bother about Human Capital Metrics?;14
4.1;Human capital and human capital metrics;15
4.2;The value proposition;17
4.3;Combining art and science;19
4.4;Beyond data: training a probing mind;20
4.5;The process from data to action;21
4.6;It is a matter of urgency;22
4.7;Analytical culture as differentiator;22
4.8;It starts with you;24
5;2 Working Strategically with Human Capital;26
5.1;How human capital metrics can support your business strategy;27
5.2;People data considerations;28
5.3;Usage and application depend on organization maturity;31
5.4;Drawing on concepts from economics;34
5.5;Efficiency + effectiveness + impact;37
5.6;Human capital measurement equals talent management;38
5.7;Benefits of working strategically with human capital;40
6;3 The Machine Room;41
6.1;Getting to grips with the principles behind human capital metrics;41
6.2;Types of metrics;43
6.3;Examples of rate metric types;44
6.4;Examples of ratio metric types;47
6.5;Examples of composition metric types;49
6.6;Examples of index metric types;52
6.7;Examples of qualitative input metric types;55
6.8;Benchmarking and target setting;58
6.9;Interpretation as foundation for driving change;62
6.10;Interplay of quantitative and qualitative data;62
6.11;The organization’s approach to sharing human capital metrics;63
7;4 Determining What Measures You Need;65
7.1;Measuring the employee life cycle;65
7.2;Strategic choice and people fit;67
7.3;Applying supply-chain thinking;68
7.4;Johari window;70
7.5;Bottom-line impact of people processes;72
7.6;Global drivers of employee engagement;73
7.7;People analytics and big data;75
8;5 A Toolbox for Managers;78
8.1;Investigating who is accountable for talent management;79
8.2;Talent management questions to be answered;80
8.3;Data sources;81
8.4;Inside the toolbox;83
8.5;What is in it for managers;105
9;6 Making It Happen;106
9.1;How to apply people data;106
9.2;Measure to manage;107
9.3;Post-data process;109
9.4;Go or no go for employee engagement at your company;110
9.5;Yes, we go for employee engagement;116
9.6;The three steps in the survey follow-up process;121
9.7;Taking right action by right stakeholder from right data;129
9.8;Tracking progress;130
9.9;Keeping it alive;132
10;7 Limitations and Obstacles;135
10.1;Looking at availability and quality of data;136
10.2;Eating the elephant one piece at a time;137
10.3;Resistance to measurement;138
10.4;Inability to work with the metrics;139
10.5;Inability to take action from people data;141
10.6;Lack of feedback facilitation skills;143
10.7;The status quo trap;146
10.8;Missing accountability in the organization;148
10.9;Being analytical and/or action-oriented as the situation requires;150
11;8 Metrics for Skeptics;152
11.1;The kinds of skeptics you may encounter;152
11.2;Context for scenarios;154
11.3;The CEO who already knows it all;154
11.4;The division or country leader who feels it does not apply here;156
11.5;The busy manager;158
11.6;The overwhelmed new manager;160
11.7;The employee who provides feedback again and again and never sees any action or change happening;162
11.8;The employee who is scared of numbers;164
11.9;The process-driven HR professional;165
11.10;The software-obsessed IT expert;166
11.11;The social-media mad communications expert chasing the magic metric;167
11.12;The customer who just wants to buy;168
12;9 Calls to Action;170
12.1;Your company starts with measurement;171
12.2;Your company evolves measurement and management;173
12.3;Running an innovation process to boost application;174
12.4;Taking the prescribed medicine;176
12.5;Replicating internal best practice;177
13;Appendix 1: Alphabetical List of Human Capital Metrics;181
14;Appendix 2: List of Illustrations;187
15;Notes;191