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ROI on Human Capital Investment address the myths and reality of employee education and retention and how to budget for and measure human capital investment. This includes corporate policies for managing risk and return on tuition reimbursement ben
The lifeblood of any business enterprise is its people. Yet it wasn’t until the publication of the groundbreaking book The ROI of Human Capital that there was a reliable way to quantify the contributions of people to corporate profit. Completely updated with new metrics, the book shows executives and HR professionals how to gauge human costs and productivity at three critical levels: organizational (contributions to corporate goals) • functional (impact on process improvement) • human resources management (value added by five basic HR department activities) The second edition contains new material on topics including corporate outsourcing, developments in behavioral science, and advances in trending and forecasting that have dramatically changed the way organizations measure the bottom line effect of employee performance. Utterly up-to-date, this is the go-to resource for organizations performing the essential task of measuring the value of their people.
A thorough explanation of human investment options from which an executive can make a better decision. -- Jac Fitz-enz, from the Foreword
Using Fitz-enz’s proprietary analytic model, you will be equipped to measure and evaluate past and current returns and apply the information to make predictions about the future value of human capital investments. In his landmark book, The ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company’s bottom line. Now, in The New HR Analytics, he reveals how human resources professionals can apply this expense-based knowledge to make the most strategic staffing decisions for their companies. You’ll learn how to: evaluate and prioritize the skills needed to sustain performance; build an agile workforce through flexible Capability Planning; determine how the organization can stimulate and reward behaviors that matter; apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth; and recognize risks and formulate responses that avoid surprises. Brimming with real-world examples and input from thirty top HR practitioners and thought leaders as well as exclusive analytical tools, The New HR Analytics ushers in a new era in human resources and human capital management.
The book "Issues of Human Resource Management", written by well-known authors, is a result of a teamwork of specialists who have been dealing with the issue of managing human resources in different contexts. The authors from Germany, Spain, Turkey, Slovakia and Romania have submitted results of their current research and have presented important findings that are becoming a starting point for making managers decision so that their businesses can be competitive. You have put your hands on a selection of the best scientific contributions that have been reviewed and now are offering a space for an active debate on partial issues of the given topic. The authors in their work examined also the factors of psychology applied in HRM, the organisation of companies and its impact on human resource management, workers motivation and incentives and investment into human resources development; they searched the field of human resource management in family businesses, the quality of relationship in a workplace and specifics of human resource management in non-governmental organisation.
In this paper the authors estimate the rate of return to firm investments in human capital in the form of formal job training. They use a panel of large firms with unusually detailed information on the duration of training, the direct costs of training, and several firm characteristics such as their output, workforce characteristics, and capital stock. Their estimates of the return to training vary substantially across firms. On average it is -7 percent for firms not providing training and 24 percent for those providing training. Formal job training is a good investment for many firms and the economy, possibly yielding higher returns than either investments in physical capital or investments in schooling. In spite of this, observed amounts of formal training are small.
'The Human Resources Scorecard: measuring the return on investment' is the first book to provide a comprehensive, step-by-step process for measuring return on investment in human resources programs. Based on the classic ROI definition of earnings divided by investment, the ROI Process developed 20 years ago by co-author Jack J Phillips aids managers in determining and improving the bottom-line impact that human resource programs have on an organization. The ROI Process provides six additional measures in the form of a scorecard to track and monitor the total impact of the human resource programs. 'The Human Resources Scorecard' is essential for human resource executives, professionals, CEOs, CFOs, consultants, professors and other managers concerned with their businesses' bottom lines. Jack J. Phillips, Ph.D. is a renowned expert of measurement and evaluation. He provides consulting services for Fortune 500 companies and workshops for major conference providers throughout the world. He is also an author or editor of more than 20 books and 100 articles. Ron D. Stone is vice president and chief consulting officer for Performance Resources Organization. He is also director of the company's consulting practices in measurement and accountability. He has published numerous articles on the subject of ROI. Patricia Pulliam Phillips is chairman and CEO of the Chelsea Group, a consulting and publishing organization that focuses on accountability issues in organizations. She works with organizations to implement measurement and evaluation processes.
Although much has been written to encourage organizations to treat employees as assets, this book argues persuasively for recognizing the worker as the investor. Davenport underscores a fundamental reality of the workplace: work is a two-way exchange of value, not a one-way exploitation of an asset by its owner. Offering a fresh new lens for viewing the realities of today's workplace, this book accurately captures the look of the new employee/employer relationship and the best practices for hiring, developing, and preserving a first-class workforce. Davenport's ideas bring together the key notions of human resources, conflict resolution, and management. He then demonstrates how to put into action the employment practices that provide the employer with organizational value and the employee with a satisfying return on his or her investment.
