外文翻译人力资本的新度量.doc

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 to 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 fattening 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 putting 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 investment 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 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 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 that 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 of 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 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 percent 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 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 the 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 staffing 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 you 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 where 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 scorecards 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 detailed 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 technologies 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 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 mortgage 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 guide 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 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 fixes 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 calculated 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 better 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 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 and 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 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 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 asks 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 better 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 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 expense 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 rolled 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 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 internally 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 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 company 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 warehouse 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 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 revenue 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 performers 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 accordingly 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 theres 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 people 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 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 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 getting 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 metrics 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 begin 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