人力资源管理模型英文版.docx

最新 精品 Word 欢迎下载 可修改 When you sit down to evaluate your organization’s performance, what measures come 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 come up for consideration: have complaints 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 organization’s ability to create and sustain value: they come up with the ideas for new innovations, they delight your customers, and they produce your products. In spite of this, many organizations have difficulty demonstrating how spending on people and people programs produce a return on investment. Human Capital Measurement (HCM) bridges this gap by helping organizations focus on people measures, to better understand and predict how employees contribute to their success. It allows companies to quantify how employees are impacted by programs such as training and development, recognition and work-life balance. It also assesses how employees react to organizational 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 long-term organizational performance. Similarly, we have a n