“If you can’t measure it- it’s difficult to manage it”
We've provided some metrics and data sets relevant to the measurement of Human Capital.
This is not intended to be an exhaustive list, however the key points to remember are:
1. All employee productive output must be measured somehow. Obviously it’s easier to objectively measure the productivity of a salesperson than your single corporate counsel.
2. It is important that the process of applying productivity metrics to your workforce begins with a joint discussion and common expectations from all of the stakeholders, Beyond the importance of “keeping score”, applying metrics with financial impact to your Human Capital issues encourages alignment between Senior Leadership, line management and the employees themselves.
Human Capital Inventory “Balance Sheet” (Snap Shot)
For Capability Planning, Team Analysis, and Workforce Planning
Workplace Behavioral Profile
JobFit Match % (Workforce Average, Division, Job Position)
This snap shot is useful at least annually; more often if there have been significant changes in the workforce. These are used “before and after” to compare with changes in the productivity/performance metrics.
Productivity for each Job Position:
EBIDTA/FTE or Profit per Employee
Operating Revenue/FTE or Revenue/Salesperson
Customer loyalty level
Workflow speed (time for output of one widget)
Line Manager Performance as % of expectations
Human Capital Value Added (HCVA)
(Operating Revenue- (Operating Expenses –(personnel costs (wage & benefits))
Divided by # of Full Time Equivalent Employees
Human Capital Return on Investment (HCROI)
(Operating Revenue- (Operating Expenses –( personnel costs (wage & benefits))
Divided by –(personnel costs (wage & benefits)
HR Metrics (workforce, and each job position):
Time to Hire
Cost of Hire
Cost of Turnover
% Job Match (Quality per Hire)
Career Path ratio
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