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Confidential Evaluating Human Capital: Harnessing Efficiency and Productivity NHRDN YMC 9th May, 2009
About Helion Advisors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Path To Progress Value Past Present Future Supporting the Business Being a Business Partner Being a Business Driver Value is derived from owning and being accountable for processes that deliver business results We need to rethink the work of HR
Management Expects People Management Practices to Lock in Higher Business Performance  ,[object Object],[object Object],[object Object],[object Object],A business case for changing the way we manage and invest in our people !
How Value is Delivered to Investors Keeps Promises Compelling Strategy Core Competencies Organizational Capabilities INTANGIBLE VALUE Make and meet commitments to  employees, customers, suppliers, investors… Convincing approach for continuing to create value and extending that ability into the future Clear ability to realize value creation potential and to continue track record of keeping promises Internal ability to make things happen efficiently and effectively now and in the future
Measuring Human Capital Impact ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Talent Supply Leadership &  Key Talent  Capabilities High  Performance Employment Relationship Investor Outcome Process Investor Outcome Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Employees Create Value Identify Value  Drivers Review Business Performance  Analyse Performance  Issues  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1 2 3
“ Adapted from Kaplan, Robert S. and David P. Norton;  The Balanced Scorecard: Translating Strategy Into Action.  Boston: Harvard Business School Press, 1996” Financial How do we  create value? Customer What do our customers expect and value? Process To satisfy our customers, at what processes must  we excel? Learning  & Growth To achieve our vision,  how must we learn, innovate, and improve? Business Results Growth Strategy Productivity Strategy Value Proposition Cost Quality Time Function Relationship Value Chain: Path to Performance Develop New Services Business Performance Levers + + + Enabling Capabilities Build the Brand Make the “ Sale” Deliver the Service Assess  Effectiveness in Meeting  Need Balanced Scorecard Strategy Map P erspectives Skills and competencies Technology  and databases Knowledge assets, best practices Context,  Climate, Culture
How HR Practices Create Value HR  Practices Performance Work People Communication Buy Build Borrow Bind Set standards Ensure consequences financial non financial Do feedback Build communication top down/  bottom up inside out/  outside in side to side Restructure organization Reengineer work process Manage teams Architect physical setting
Linking Shareholder Value and People 19 Commitment Competencies Capabilities Implementation Through People Fundamental Value Drivers ,[object Object],[object Object],Total Shareholder Returns Key Strategic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Structures, processes, and experiences that enable your organization to secure competitive advantage Capabilities Performance behaviors critical to successful performance Competencies Factors that facilitate employee commitment to the organization Commitment ,[object Object],[object Object],[object Object],[object Object],[object Object],Service Delivery ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Return on Investment
Economic Value Generate Growth Potential Increased Return Lower Cost of Capital Business Expansion Improved Competitiveness Operational Efficiency Organizational Effectiveness Optimal Capital Structure Increased Market Share Revenue Growth Improved Profit Margin Improved Asset Turnover Debt Equity Ratio Risk Profile New Products Market Awareness Customer Service New Distribution Channels New Markets Cycle Time Cost Management (e.g., overhead costs, operating costs) Metrics Market Segmentation Rationalize Business Processes/Units Resource Utilization Key Outcomes Percent of New Product Revenue /Total Revenue Regional Breakdown of Sales New Market/Total Sales Percent Promotional Expense /Total Revenue Brand Equity Scores Customer Satisfaction Operating Costs/COGS Overhead Costs/Total Accounts Receivable Turnover Plant Assets Turnover Inventory Process Costs/Time ABC Costing Engagement Level Performance Measures Process Costs/Time and Key Processes Hierarchy Levels Brand Value Creation Business Processes Fundamental Corporate Results Entrepreneurship Innovation Accountability Speed and Sense of Urgency Measured Risk Customer Focus Teamwork and Collaboration Behaviors Executing strategy - From intangible sources Linking Shareholder Value and People
From HR Cost to Cost Driven by People ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thank you
22 Linking Shareholder Value and Employee Commitment Business Results/ Value Drivers Key Strategic Factors Current Objectives Engagement/ Commitment HR Tools/Levers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Total Shareholder Return ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Linkage and Accountability 24 Commitment Competencies Capabilities Implementation Through People Fundamental Value Drivers Key Strategic Factors Balanced Measures Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Total Shareholder Returns ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Service Delivery ,[object Object],[object Object],[object Object],[object Object],[object Object],Structures, processes, and experiences that enable your organization to secure competitive advantage Capabilities Performance behaviors that are observable, measurable, and critical to successful performance Competencies Factors that facilitate employee commitment to the organization Commitment ,[object Object],[object Object],Return on Investment
HR of the Future–Four Bold Bets on Where HR Is Headed Organizational Steward HR of the Future is assuming a renewed role in building a sense of community, trust and integrity, and even spiritual meaning for the organization. High Performance HR of the Future is taking accountability for driving performance at the organization, team, and individual levels. Talent Engine HR of the Future is redefining and expanding its focus in the area of talent by managing a seamless “human capital supply chain” to ensure the organization has a ready supply of top talent. Human Capital R&D HR of the Future is taking the lead in advanced data mining and predictive modeling of human capital processes to identify new business insights.  HR of the Future
Next Generation HR Cost Talent Supply People Process People Outcomes Business Performance Leadership & Key  Talent Capabilities High Performance Employment Relationship People Administration Value Growth Profitability Return Innovation Continuous Supply of Qualified Talent Building High Performance Workforce Operational Efficiency  & Effectiveness Growth in Key Capabilities Compelling Employment Bond

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Evaluating Human Capital: Harnessing Efficiency and Productivity

  • 1. Confidential Evaluating Human Capital: Harnessing Efficiency and Productivity NHRDN YMC 9th May, 2009
  • 2.
  • 3. HR Path To Progress Value Past Present Future Supporting the Business Being a Business Partner Being a Business Driver Value is derived from owning and being accountable for processes that deliver business results We need to rethink the work of HR
  • 4.
  • 5. How Value is Delivered to Investors Keeps Promises Compelling Strategy Core Competencies Organizational Capabilities INTANGIBLE VALUE Make and meet commitments to employees, customers, suppliers, investors… Convincing approach for continuing to create value and extending that ability into the future Clear ability to realize value creation potential and to continue track record of keeping promises Internal ability to make things happen efficiently and effectively now and in the future
  • 6.
  • 7.
  • 8. “ Adapted from Kaplan, Robert S. and David P. Norton; The Balanced Scorecard: Translating Strategy Into Action. Boston: Harvard Business School Press, 1996” Financial How do we create value? Customer What do our customers expect and value? Process To satisfy our customers, at what processes must we excel? Learning & Growth To achieve our vision, how must we learn, innovate, and improve? Business Results Growth Strategy Productivity Strategy Value Proposition Cost Quality Time Function Relationship Value Chain: Path to Performance Develop New Services Business Performance Levers + + + Enabling Capabilities Build the Brand Make the “ Sale” Deliver the Service Assess Effectiveness in Meeting Need Balanced Scorecard Strategy Map P erspectives Skills and competencies Technology and databases Knowledge assets, best practices Context, Climate, Culture
  • 9. How HR Practices Create Value HR Practices Performance Work People Communication Buy Build Borrow Bind Set standards Ensure consequences financial non financial Do feedback Build communication top down/ bottom up inside out/ outside in side to side Restructure organization Reengineer work process Manage teams Architect physical setting
  • 10.
  • 11. Economic Value Generate Growth Potential Increased Return Lower Cost of Capital Business Expansion Improved Competitiveness Operational Efficiency Organizational Effectiveness Optimal Capital Structure Increased Market Share Revenue Growth Improved Profit Margin Improved Asset Turnover Debt Equity Ratio Risk Profile New Products Market Awareness Customer Service New Distribution Channels New Markets Cycle Time Cost Management (e.g., overhead costs, operating costs) Metrics Market Segmentation Rationalize Business Processes/Units Resource Utilization Key Outcomes Percent of New Product Revenue /Total Revenue Regional Breakdown of Sales New Market/Total Sales Percent Promotional Expense /Total Revenue Brand Equity Scores Customer Satisfaction Operating Costs/COGS Overhead Costs/Total Accounts Receivable Turnover Plant Assets Turnover Inventory Process Costs/Time ABC Costing Engagement Level Performance Measures Process Costs/Time and Key Processes Hierarchy Levels Brand Value Creation Business Processes Fundamental Corporate Results Entrepreneurship Innovation Accountability Speed and Sense of Urgency Measured Risk Customer Focus Teamwork and Collaboration Behaviors Executing strategy - From intangible sources Linking Shareholder Value and People
  • 12.
  • 14.
  • 15.
  • 16. HR of the Future–Four Bold Bets on Where HR Is Headed Organizational Steward HR of the Future is assuming a renewed role in building a sense of community, trust and integrity, and even spiritual meaning for the organization. High Performance HR of the Future is taking accountability for driving performance at the organization, team, and individual levels. Talent Engine HR of the Future is redefining and expanding its focus in the area of talent by managing a seamless “human capital supply chain” to ensure the organization has a ready supply of top talent. Human Capital R&D HR of the Future is taking the lead in advanced data mining and predictive modeling of human capital processes to identify new business insights. HR of the Future
  • 17. Next Generation HR Cost Talent Supply People Process People Outcomes Business Performance Leadership & Key Talent Capabilities High Performance Employment Relationship People Administration Value Growth Profitability Return Innovation Continuous Supply of Qualified Talent Building High Performance Workforce Operational Efficiency & Effectiveness Growth in Key Capabilities Compelling Employment Bond