外文翻译人力资本的新度量

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1、外文翻译-人力资本的新度量 本科毕业论文设计外 文 翻 译外文题目 The New Human-Capital Metrics 外文出处 CFO Magazine 外文作者 Craig Schneider 原文The New Human-Capital MetricsThe human-resources department is in survival mode As outsourcing the function becomes a more-prevalent option for companies HR managers know that if they are going t

2、o endure they have to deliver strategic value and that value has to be measurableWith that in mind many companies are forging ahead on efforts to create a new set of metrics that tie traditional HR functions like recruiting training and performance review to overall corporate goals including fatteni

3、ng the bottom line The old HR measures such as head count the cost of compensation and benefits time to fill and turnover no longer cut it in this new world of accountability They dont go far enough to create shareholder value and align people decisions with corporate objectivesThe effort requires p

4、utting some hard science around issues that have traditionally been thought of as difficult to quantify like why people leave the company or how engaged they are in their jobs When realized human-capital metrics can provide meaningful correlations that help predict behavior and human-capital investm

5、ent demands well ahead of the annual budget HR metrics might measure efficiency or the time and cost of activities human-capital metrics measure the effectiveness of such activities Time to fill becomes time to productivity turnover rate becomes turnover quality training costs become training return

6、 on investmentIf your goal is to increase your companys people productivity through the effective use of human-resources tools and strategies its time to change the DNA of human resources says John Sullivan professor of management at San Francisco State University Its time to change human resources

7、so that it focuses on top performers and ensures that it spends most of its time and budget on high-ROI activities After all he adds the only soft area left in a company is the largest expense item peopleWhile the mandate to measure has been around for some time a Conference Board survey indicates t

8、hat most companies arent there yet Of the 104 human-resources executives at medium- to large-size companies surveyed only 12 percent make use of people measures to meet their strategic targets or key performance indicators KPIs But the message is loud and clear over the next three years 84 percent o

9、f that same group expect to increase the application of HC measuresIt wont be easy Mastering human-capital metrics is a complex undertaking Linking people measures to KPIs in a reliable way can require massive amounts of data and most efforts are technology-heavy They require a good bit of trial and

10、 error and a heavy dose of patience And more often than not a human-capital metrics initiative requires a good partnership between HR and finance According to the Conference Board survey collaborating with colleagues from finance was ranked the best way to build support for people measures with 54 p

11、ercent of respondents indicating that such a partnership is vitalThe Labor Supply ChainOvercoming these hurdles could require looking at traditional HR functions through a new lens San Antoniobased Valero Energy Corp for instance is forging a new recruitment model out of human-capital metrics based

12、on applying the supply-chain business process to labor Dan Hilbert manager of employment services at the 70 billion energy-refining and marketing company came up with the concept two years ago in an attempt to take the guesswork out of the recruiting function We wanted to have the right people in th

13、e right amount in the right place at the right time with the right skills says Hilbert While he admits thats a tall order the change in perspective opened the door to new possibilities Once you run talent acquisition as a supply chain it allows you to use certain metrics that you couldnt use in a st

14、affing function he says We measure every single source of labor by speed cost and efficiencyTraditionally managers at the 20000-employee company would contact HR and request the number of people they needed and the department would call recruiters and kick in the employee-referral program And then y

15、ou prayed a lot Hilbert says By examining aggregate data on where people are hired from how long they stay employed how they fit in the corporate culture and their level of individual productivity weve taken an art and weve made it a science he says Using that data Hilbert is able to figure out wher

16、e the company can recruit the best talent at the most affordable priceValero can now determine for a specific project whether its best not just financially but also from a strategic perspective to recruit full-time part-time or contract workers or to outsource the work entirely Valero also keeps sco

17、recards of which labor sources provide it with its most productive employees and tracks it over the year An upgrade to the companys HR Smart talent management software this year will also give the company a global labor supply chain on demand Hilbert saysThe supply-chain approach to labor and detail

18、ed analysis of metrics also allow Valero to accurately forecast three years in advance its demand for talent by division and title To accomplish this feat the company dumped five years of historical people records into a huge database file then consulted with Houston-based software vendor HLS Techno

19、logies to develop a series of mathematical algorithms for turnover trend analysis by location position type salary tenure and divisionThose trends were projected forward through another series of algorithms at which time Hilbert added numbers for the anticipated workforce for future capital projects

20、 new systems and services For the first time talent pipelines can now be developed years in advance to meet specific future talent needs he says Training programs and succession plans can also be developed in advance Its pretty revolutionary stuff Hilbert addsTalent ScoutCoreStar Financial Group a m

21、ortgage banking company with 190 employees based in Timonium Maryland wasnt worried about its future talent needs but it did want to improve the skills of the workers it already had So CFO Tom Monteleone addressed a productivity problem with his sales-intensive employee base using metrics to help gu

22、ide the decision-making processMonteleone collected data on the productivity of each customer-facing employee and crossed it with the pull-through rate an industry KPI that measures how many customers who start the buying process actually complete it He found that some workers were doing far better

23、than others with their individual pull-through rates Monteleone weighed several potential solutions including changes to incentives hiring and training practicesHe worked closely with CoreStars vice president of retail sales Kevin Ferguson to gather data and simulate outcomes to determine which fixe

24、s would have the best business impact Its about capturing as much data as you can and organizing it so it makes sense he says Something is going to stick and youre going to understand a new metric One option they considered replacing the poor performers was determined to be a dead end Monteleone cal

25、culated that the company would lose about four weeks of productivity per person trying to replace a subpar performer and bring a new hire up to speedIn the end CoreStar opted to invest in new IT infrastructure around call-flow management that not only monitors the pull-through rate better but also b

26、etter disperses the calls so that high performers field more promising calls and managers have more time to work with subpar employees to raise their performance level As a result of the investment Monteleone found that the sales team could take on more call volume at a lower cost to the company We

27、were able to increase sales year over year by about 45 percent but we only had to increase our sales force by 10 percent he saysThe shift from HR metrics to human-capital metrics owes much of its anticipated momentum to technology advances Companies are increasingly relying on databases to gather an

28、d organize volumes of information about employees throughout their job life cycles Online tools allow for prescreening and testing for competency and behavioral targets set by the company Decision-makers use dashboards to select specific metrics from the database for analysisTrial And ErrorThey also

29、 rely on some good old-fashioned experimentation Mike Bokina a senior consultant for Saratoga a PricewaterhouseCoopers Human Resource Service offering says companies need to closely track the results of decisions in order to develop solid metrics in the future Though the original decisions might be

30、based on business realities or even hunches measuring the outcomes and readjusting as you go along can lead to correlations between human-capital decisions and strategic results and metrics to track those correlations If I push my training budget does that have an impact on revenue per employee he a

31、sks If 1 pay people less are they as satisfied or committedSysco Corp a 32 billion wholesale food distributor based in Houston found that its compensation system for driverspaying them by hours workeddidnt provide as much value to the organization as it could The model didnt necessarily provide bett

32、er customer satisfaction or profitability says Ken Carrig executive vice president of administration and head of HR Instead Sysco changed to a reward structure it calls activity-based compensation Drivers earn a base pay thats supplemented with incentives for more deliveries fewer mistakes and good

33、safety recordsTo be on the safe side Sysco didnt roll out the program nationwide It tested it in certain pilot markets first and then tracked the results of the operating company Four metrics were targeted satisfaction level retention efficiency delivering more cases in less time and delivery expens

34、e Under the new compensation structure Sysco found that drivers were not only more efficient they were also more satisfied The companys retention rates for drivers improved by 8 percent and expenses as a percent of sales went down After quantifiable results showed the benefit of the change Sysco rol

35、led out the program nationwideWith 161 subsidiary companies Sysco was also frustrated by the gap in HR performance at the operational entities The executive team constructed a scorecard of a handful of metrics in customer operational financial and human-capital areas and then aggregated the data to

36、show how subsidiaries were performing better in each measure From there Sysco developed a best-practices portal on the company intranet to share the results and build a healthy competitiveness If we had trouble with driver retention or shrink of inventory managers would benchmark their results inter

37、nally says Carrig As a result of implementing these practices whether in human capital or elsewhere a number of Syscos companies moved from the lower 25 percentile to the upper 25 percentileCarrig credits the support of the entire management team especially finance for making these changes possible

38、The controller team reassesses key metrics at least on a quarterly basis narrowing a list of hundreds of different types of performance measures down to 25 or 30 and then to an executive dashboard of five to seven goals At the meetings senior management determines from the results whether the compan

39、y is measuring the right ones and what levers we need to pull says Carrig Our CFO John Stubblefield values human capital and recognizes the need to quantify the work performed by our people If I were the only one who thought it was important it wouldnt get very farSysco is also piloting some new war

40、ehouse training techniques for new hires in 11 of its subsidiaries in the hope of accelerating their performance and tracking results over the next year If we dont see performance Carrig says well call it a bad idea Our metrics process is an ongoing evolutionBuilding up talent is also a priority for

41、 similarly named Cisco Systems Inc the San Jose California-based networking and communications giant Karen Horn Ciscos senior director of employee commitment says the company recently added a metric that tracks why a person moved within the company to a dashboard of people measures that includes rev

42、enue per employee Through that measurement executives can spot which divisions in the company are creating new talent Its the difference between just noting how many people moved and nothing why The why is where the value is she saysCompanies are increasingly measuring movement as a metric High perf

43、ormers tend to want to take on new challenges and businesses like to promote their best and brightest through the ranks Tracking movement inside the company is also a way to make sure managers serve as talent launching pads rather than hoarders Once identified they can reward those managers accordin

44、gly The key is to find out which positions we need these superstars in San Francisco State Universitys Sullivan saysThe Human FactorIdentifying top performers isnt easy and using metrics to do so can miss some of the intangible factors that make people excel Even finance chiefs acknowledge that ther

45、es an inherent challenge with putting metrics around people Our human capital is one of the most important assets the company has but its also one of the least predictable says CoreStars Monteleone Everyone has their own personality skills and abilitiesCritics of human-capital metrics contend that p

46、eople often defy metrics and that humans are too complex to analyze with reams of data and computer programs Is it dehumanizing for example to apply a supply-chain model to recruitingBut not everyone agrees that human-capital metrics have a downside Sullivan believes that anything can be quantified

47、but that fear motivates many to resist People in HR are resistant to measurement because they are afraid that theyll get an F theyll get a zero he adds If youre a top performer you love measurementAnother drawback is that identifying which human-capital metrics are meaningful can be hit or miss For

48、this reason alone its not surprising that managers are hesitant to put too much time and energy into a program in which results may be few and far between Its the 8020 rule Monteleone explains Twenty percent of the metrics will drive 80 percent of the businessMany companies struggle with just gettin

49、g started let alone keeping a program going for years on end Jim Del Rosario vice president of talent acquisition at Veritude an HR services company in Boston says it doesnt take a massive effort to get started on improving human-capital metrics You dont have to overanalyze or over engineer the metr

50、ics he says Pick a few problem areas and figure out how to start measuring them He says that when companies start planning a big-budget endeavor managers tie one problem to another Measuring is more of an investment in time than dollars and the return on that time can be immense says Del Rosario Beg

51、in with one department or problem then a bigger enterprise wide metrics program starts to evolveSource Craig Schneider The New Human-Capital Metrics JCFO Magazine 2006 22 3 22-27译文人力资本的新度量人力资源部门正处在生死攸关的状态由于将业务外包已成为公司的一个更为普遍的选择使得人力资源经理相信如果他们要熬过难关就必须提供具有价值的战略且其价值必须是可衡量的考虑到这一点许多公司都在努力建立一套新的人力资源衡量标准像招聘培

52、训和工作考核等传统的人力资源管理功能和性能来审查总体业务目标包括扩大底线前进在这种新的问责制的世界里旧的人力资源措施如人头计算赔偿和福利及时填补成本和营业额已失去了存在的意义它们不能为股东创造价值也不能使公司上下人员的决定一致这种情况下需要对一些传统上被认为是难以量化的和有效解决的问题进行思考例如人们为什么离开公司或者他们是如何从事他们的工作只有认识到人力资本指标可以协助提供预测行为时人力资本投资才会比在年度预算看来更具价值以时间的及时填补作为生产力提高的体现周转率的大小视作营业额质量的晴雨表培训费用折算成培训投资的回报通过这些人力资源指标可以评判活动的效率或活动的时间和成本衡量这些活动的成效

53、如果你的目标是要增加人力资本的生产力那么就要有效使用公司的人力资源的工具和战略现在已经是时候改变人力资源的格局啦 旧金山州立大学的管理学教授约翰沙利文说当下要改变人力资源以便关注良好的产出并确保大部分时间和预算是花费在高投资回报的活动上他补充说毕竟人才才是公司唯一花销最大的软实力尽管下达测量任务已经有一段时间但一个会议委员会的调查显示大多数公司都还没有进行在104个大中型公司的人力资源管理的调查中只有12的公司运用人力资源措施来配合其战略目标和关键绩效指标KPI但是明确的信息是在未来三年内同一组中的84的公司希望增加人力资源方面的措施掌握人力资本指标是一项复杂的任务这并不容易将人们同关键绩效指

54、标KPI有效结合起来进行测量可能需要大量数据并且大部分需要艰巨的技术工作他们需要反复考究和大量的耐心而且往往不是一个人力资本指标就够了还需要人力资源和金融之间良好的伙伴关系据会议委员会调查有54的受访者数据表明与从事财务的同事合作最有助于推行人力资源方法所以建立这种伙伴关系无疑是至关重要的劳动供应链克服这些障碍可能需要在传统的人力资源管理功能上寻找一个新的角度就像圣安东尼奥的瓦莱罗能源公司开发出一种出于人力资源角度的新的招聘模式它以劳动供应链的业务流程为基础丹希尔伯特一个任职于能源炼油和销售公司这家公司市值700亿美元的就业服务经理在两年前思考招聘的不确定性时提出了这个概念我们希望在合适的地方

55、合适的时间找到有合适技能的与合适价格的合适的人希尔伯特说虽然他承认这是一个很高的要求但是这一改变从愿景的角度打开了新的可能性的大门一旦你运用人才供给机制它将允许您使用某些衡量标准作为评判而这些指标往往不能用在人员配置上他说我们以速度成本和效率衡量劳动力个体根据惯例有20000名员工的公司人力资源经理会联系并提出他们需要的人的数量人力资源部就会提出招聘和雇员推荐计划然后你知道的会有很多希尔伯特说通过讨论是否雇用他们会待多久他们如何在企业文化适应他们的个人生产力水平怎样等问题我们相当于运用了一门艺术并将其科学化他说利用这些数据希尔伯特就能够计算出该公司将以最实惠的价格招聘到最优秀的人才瓦莱罗正构思

56、一个说不定是最好的具体的方案不仅从经济角度而且从战略角度去招纳全职兼职或合同工或完全外包工作瓦莱罗还保持记录劳动力资源提供的最有生产力的员工的情况并追踪它在这一年当中的表现今年仅公司的一个人力资源智能管理软件的升级也能给予该公司全球劳动力的需求供应链的升级希尔伯特说供应链管理的办法劳动和指标的详细分析还能让瓦莱罗准确预测未来三年内其对人才的需求划分和定义为了实现这一壮举该公司将5年来的人员记录输入一个巨大的数据库文件然后咨询了位于休斯敦的软件供应商HLS公司研发一系列基于营业额趋势分析的定位职位类型薪酬任期和分裂的数学模型这些趋势预计再经过一系列的算法届时希尔伯特提出增加对未来的资本项目新的制

57、度劳动力和服务的预计数字这是第一次人才管道现在可以提前数年发展以满足特定的未来人才需求他说培训计划和继任计划也可以事先制定这是非常具有革命性的东西希尔伯特补充说人才探索拥有190名员工的位于马里兰州蒂莫尼姆市的抵押银行CoreStar金融集团并不担心未来的人才需求但它确想要提高员工已有的技能因此首席财务官汤姆蒙泰莱奥内为他的员工们那些销售密集型员工制定了解决生产率问题的方案运用相关的衡量指标来辅助指导决策过程蒙特莱昂收集了每个客户的贡献能力结合雇员信息并参照拉动率一个行业的KPI用以衡量有多少顾客开始购买活动并实际完成的情况他发现一些具有拉动率的工人比别人做得更好蒙特莱昂衡量了几个潜在解决方案

58、包括招聘工资以及培训实施的变化等他与CoreStar的零售销售副总裁凯文弗格森密切合作收集数据和模拟结果以确定哪些补丁将对业务有最好的影响这样尽可能多的数据采集对组织才有意义他说有些事情你只要坚持去做就能真正理解就像这个新标准一样一种他们认为的观点是一味开除表现欠佳的员工的做法只会让公司走进一条死胡同蒙特莱昂计算公司至少得损失4周的时间用于处理每个表现欠佳员工的替换问题和新员工的快速适应问题最后CoreStar选择投资于新的IT基础设施解决拉动率更好的流程管理不仅监视拉动率而且能更好地抵御不好的呼声这样高效率员工就会对工作报以更多的承诺那么管理人员也会有更多的时间提高员工绩效水平作为投资的结果

59、蒙泰莱奥内发现销售人员可能提供更多销售量而以较低的成本给该公司我们今年能够较去年增加约百分之四十五的销售额但我们只需要增加百分之十的销售队伍他说从人力资源指标转向人力资本的度量预期会是绝对显著的技术进步企业越来越依赖于数据库来收集和组织整个生命周期中雇员工作的信息通过具有预检能力的在线工具和公司设立行为测试指标决策者只要使用仪表盘便可以从数据库进行具体指标的分析试验与错误直到现在人们还在依靠一些经典的实验萨拉托加的一个普华永道提供人力资源服务的高级顾问迈克伯克纳表示公司必须密切追踪决策的结果以便在未来提高并巩固经济发展指标虽然原先的决定可能是根据企业的实际情况甚至能预测结果但当你进行调整时就可

60、能导致不同的与人力资本相关的决定和战略成果因此人们必须追踪这些度量指标的相关性如果我降低我的培训预算这是否会对每名雇员的收入造成影响他问如果一人少付一点那他们是否会感到满足或对公司忠诚呢西斯科公司是休斯顿的一家拥有320亿美元的食品批发经销商发现其司机如果按小时支付工资的薪酬制度会使得他们没有对组织提供他们所能提供的更多的价值这种模式并不一定能提供更好的客户满意度或是盈利行政和人力资源主管执行副总裁的肯卡里格说因此西斯科改变公司的薪酬结构将奖励结构变为基于工作外的补偿司机赚取基本工资为主同时少犯错误以良好的安全记录的奖励为辅为了安全起见西斯科没有在全国范围内推广该方案而是在某些市场首先进行试点

61、然后再追踪其经营公司的试验结果其中四个有针对性的指标为满意度保留率效率在较短的时间内提供更多的价值和运输费用根据新的薪酬结构西斯科发现其司机的工作更有效率了而且公司对他们的工作也更满意该公司对司机的保留率提高到百分之八并且司机的开支占销售额的比率也下降了一个百分比经过试验量化的结果表明公司有在薪酬结构变革中受益所以西斯科在全国范围内推出了该方案西斯科对161个子公司的人力资源绩效在经营实体上的差距感到沮丧希望管理团队构建一些在客户业务财务和人力资本领域的指标记分卡然后通过汇总的数据来说明子公司如何将每项措施履行的更好因此西斯科将建立内联网用来共享成果从而建立健康的企业竞争力卡里格说如果我们在保

62、留或缩小司机人数的选择上有困难那么管理人员可以依据结果的数据标准来进行选择国内无论在人力资本或其他地方实施这些做法的结果表明西斯科公司的数目已从低25个百分点上升到25个百分点卡里格的论点得到了整个管理团队的支持尤其在融资方面使这些变革成为可能该管理团队至少对每季度的关键指标进行重新评估并缩小几百种清单上不同的性能指标使其下降到25或30然后再为仪表盘的执行确定五至七个目标在会议上高级管理人员从结果确定该指标对公司是否合适我们需要进行怎样的控制卡里格说我们首席财务官约翰斯塔布表明要认识到人力资本的价值并且需要量化的是工作人员的工作但如果我是唯一认为这是重要的那它就不能得到普遍推广西斯科也是与其

63、11个子公司试点单位中的一个对新员工进行了新的仓库培训并根据他们的表现在来年追踪其结果如果我们看不到他们的表现卡里格说我们会认为它是一个糟糕的现象但我们的度量过程却是一个不断发展的过程而作为加利福尼亚圣何塞市的联网和通讯巨人的思科系统公司认为企业应优先建设人才网络思科公司的高级主管卡伦霍恩对员工承诺公司最近新增加了一个指标通过跟踪每个人的工作执行情况来度量其人力价值其中包括每名员工的收入通过这种测量管理人员可以为公司的发展发现并创造新的人才这里面的区别只在于有人注意到而有人却没有卡伦霍恩认为其价值就在这里公司正在越来越多地将其活动进行度量而往往高绩效就要接受新的挑战这就促使公司要促进企业人才的

64、最大限度的发挥跟踪公司内部的运作也是一种度量方式该方式可以确保管理人员对人才的稳步运作而不是囤积服务如果发现做得好的管理人员也可以通过公司进行相应的奖励关键是要找出那些需要高级人才的职位旧金山州立大学的沙利文说人力因素识别表现最好的人员是不容易的而且使用这种度量方式可能无形中加入主观因素而使某一些人脱颖而出财务官也承认这种度量方式与其执行的人员有着一定的关联人力资本是公司最重要的资产每个公司都有而且它还是可以预测的CoreStar的蒙特利昂娜说而且每个人都有自己的个性技能和能力对人力资本的度量进行评价人们往往无视人力资本的度量或用过于复杂的数据和计算机程序来进行分析难道公司可以是非人性化的例如运用供应链模式来招人吗但并不是所有人都同意而人力资本度量也有不足之处沙利文认为任何事物都是可以量化的但这种量化可能遭到许多人的抵制在公司人力资本的度量中也有人抗拒被测量因为他们害怕获得F不被认可他补充道如果你是最好的那么你就不怕被测量另一个缺点是确定哪些人力资本指标是有意义的经理们太多的时间和精力这是8020法则蒙特利昂娜解释说百分之二十的指标将推动百分之八十的业务14