The document proposes a Human Capital Measurement Model with five domains: Human Capital Availability, Wellbeing, Cost/Investment/Growth, Contribution, and Wealth Creation. It is intended to provide intelligence at the national, organizational, and operational levels. The model will define key metrics within each domain to measure South Africa's human capital status and guide decision making. Next steps include validating the model, developing data collection and reporting tools, and rolling out benchmarking by early 2017.

1. Theo Veldsman and Penny Abbott

2. Context of development of HC Measurement Model:
SABPP HR Standards and Audits

3. Context of development of HC Measurement Model:
SABPP HR Standards and Audits

4. Context of development of HC Measurement Model:
SABPP HR Standards and Audits
Through these interlocking initiatives, we can become a talent driven
country

5. Design team
Anthea Saffy
Anglo American
Platinum
Deon Pieterse ARM
Elsabe Bell Britehouse
Gerhard Olivier Hebron
Gregory Lee WBS
Ian Rothmann Afriforte
Ina Rothmann Afriforte
Maropeng Sebothma SARS
Mmabethe Baloyi EOH
Mpho Magau UJ
Paul Pretorius Hebron
Penny Abbott SABPP
Reuphillan Kasselman
Forte Advisory
Services
Rita van Kraayenburg ARM
Theo Veldsman UJ
Tracy Harper EOH
Zia Attlee Knowledge Resources

6. “Intelligence”
Attaining information of value

7. Why do we need better Human Capital
intelligence?
People play central role in knowledge economy
Disruptive innovation through people is key to sustainable
future
We continue to question return on investment in our human
capital - we need to know if we are a going concern in relation
to people dimension of our organization
 Without good intelligence, one cannot make good decisions:
are we improving, are we allocating resources properly, are we
focusing energy and money on right things, how do we
compare?

8. Having a HC Measurement Model is:
Good practice discipline for all South African employers in same way as financial,
risk management and other such frameworks
Intended to encapsulate “state of the nation” in human capital terms at national,
organisational and operational levels
Based on clearly defined measurement domains
A guiding and aspirational framework, which can be customized/localized to fit
different sectors and/or strategic directions by assigning different weightings to
measurement domains
Intended to enable all employers to measure, and therefore understand, critical
aspects of their human capital in order to implement their organisational strategies
and objectives successfully and effectively
Vision for HC Measurement Model

9. NATIONAL
Human Capital
Confidence Index – is
SA “a going concern”
in terms of Human
Capital?
ORGANISATIONAL/
ENTITY
OPERATIONAL
Three levels of HC Reporting
Board Level Human
Capital Report – is
our organisation “a
going concern” in
terms of Human
Capital?
Management
reporting on core
metrics along the HC
Value Chain
(HR Management
Standards)

10. Value of using HC Measurement Model
Simplifies complexity of measurement components and, over
time allows for establishing connections between them
Enables us to talk same language
Informs HC discussions by explicating mental model and
guides conversation to focus on right things
Enables comparability

11. Design specification for HC Measurement
Model
Each measurement domain should clearly link to performance and enable evidence
based decision making
Reporting should always be on comparative basis, internal or external, against past
periods or against appropriate benchmarks to give “norms” or “targets”
Metrics should be highly focused on few key metrics (80/20 principle)
Metrics reported at higher levels should follow clear “drill down” hierarchy to
metrics at lower levels
Allow for predictions and “What Ifs”, allowing one to take pro-active actions
Follow integrated reporting principles

12. Five HC Measurement Domains
INPUT
•Human Capital
Availability
INPUT
•Human Capital
Wellbeing
ACTIVITY
•Human Capital Cost,
Investment and
Growth
OUTPUT
•Human Capital
Contribution
OUTCOME
•Human Capital
Wealth Creation
1
2
34
5
BUSINESS MODEL OF GLOBAL INTEGRATED
REPORTING INITIATIVE
(GIRI)
Outcomes measure quality and
impact of outputs
Outputs are measurable value added
to organisation as result of effective
human capital processes and
activities
(combination of inputs and activities)
Activities convert human capital
inputs into valuable outputs through
human capital processes and actions
Inputs are basic components of
human capital resources measured
through fundamental data about
workforce
Supporting
excellence in
Human Capital
Management
through sound
measurement
and analysis

13. Domain Definitions
INPUT
•Human Capital
Availability
INPUT
•Human Capital
Wellbeing
ACTIVITY
•Human Capital Cost,
Investment and
Growth
OUTPUT
•Human Capital
Contribution
OUTCOME
•Human Capital
Wealth Creation
1
2
34
5
Supporting
excellence in
Human Capital
Management
through sound
measurement
and analysis
Right people available at right
time to do job, relative to
present and future requirements
of organisation
State of work-related
health and well-being of
employees.
(WHO 7 components of
wellness)
Resources allocated / activities
undertaken to build and
maintain employees’ ability to
deliver against requirements
People producing
measurable value add to
performance, innovation and
success of organisation.
Impact of Human Capital
outputs on stakeholders

14. Context matters
Cycle of measurement and reporting takes place within
internal and external context
Internal context is shaped by organisational strategy and
design
External context is shaped by various drivers, e.g.:
Legislation
Governance standards
Socio-economic-political-cultural trends
Research driven evidence in the HR Management profession
Therefore metrics chosen must be appropriate for context.
Set of metrics in this framework need to be appropriate to
South Africa
However, domains of measurement remain constant
across contexts

15. National Human Capital
Confidence Index
Human Capital Availability (Input)
• What is match of supply and demand of economically
active people (skilled and unskilled) in country?
• Where are specific under-supply and over-supply
situations?
Human Capital Wellbeing (Input)
• What health and wellbeing issues impact on general
productivity potential of economically active population?

16. National Human Capital Confidence Index
Human Capital Cost, Investment and Growth (Activity)
• What are we doing in terms of learning and development in school and post-school
education system?
• How much are we spending on whom for what in post-school education system?
• What are we doing and how much are we spending on job creation efforts?
• What health and wellbeing interventions are having positive impacts on productivity?
Human Capital Contribution (Output)
• How productive is employed population?
• What is level of innovation?
Human Capital Wealth Creation (Outcome)
• How do different sectors of the employed population share in wealth created in the
country?
• How attractive is country to international talent?

17. Board level Human Capital Index
Human Capital Availability (Input)
• Do we have the skills we need to execute our strategy?
• Do we have people who can fill critical roles in the planned future?
Human Capital Wellbeing (Input)
• What is the state of health and wellbeing of our employees?
• Have we identified and are we dealing with critical health and wellbeing risks
among our employees?

18. Board level Human Capital Index
Human Capital Cost, Investment and Growth (Activities)
• What are we prioritizing in terms of the human capital value chain relative to our
strategic priorities?
• What are we spending/investing on these activities and how is this allocated
across various employee groupings?
Human Capital Contribution (Output)
• What is the level of performance overall of employees and of different employee
categories?
• What impact do learning and development interventions have on the overall
competence of the workforce?
• Do employee innovations add value & support/challenge our strategic direction?
• How does our human capital contribute to our customer satisfaction levels?
• Do we comply to legislation – for example, Occupational Health and Safety,
Employment Equity?

19. Board level Human Capital Index
Human Capital Cost, Investment and Growth (Activities)
• What are we prioritizing in terms of the human capital value chain relative to our strategic priorities?
• What are we spending/investing on these activities and how is this allocated across various
• employee groupings?
Human Capital Contribution (Output)
• What is the level of performance overall of employees and of different employee categories?
• What impact do learning and development interventions have on the overall competence of the
workforce?
• Do employee innovations add value and support/challenge our strategic direction?
• How does our human capital contribute to our customer satisfaction levels?
• Do we comply to legislation – for example, Occupational Health and Safety, Employment Equity?

20. Board level Human Capital Index
Human Capital Wealth Creation
(Outcome)
• How have we grown our intangible assets?
• What is our image/reputation as an employer?
• How fulfilled are our employees?
• Do the stakeholders feel that they share fairly in our wealth creation?

21. Where to from here?
VALIDATE MODEL
OPERATIONALISE
– SET UP DATA
COLLECTION AND
REPORTING
MANAGEMENT
SYSTEM
BUILD
TECHNOLOGY
PLATFORM
ROLL OUT

22. Where to from here?
POTENTIAL TIME LINES
• FIRST NATIONAL HC CONFIDENCE INDEX REPORT
JANUARY 2017
• BOARD LEVEL REPORTING PACKAGE MID 2016
• OPERATIONAL REPORTING PACKAGE MID 2016
• BENCHMARKING SYSTEM ON STREAM JANUARY
2017

23. Conclusion
An effective HC Measurement Model
will give us an accurate, timeous
people intelligence to become world
class in human capital management at
national, organisational and operational
levels