The ROI of Human Capital: Measuring the Economic Value of Employee Performance, Second Edition

Table of contents

1. CONTENTS (1/2)
2. CONTENTS (2/2)
3. PREFACE TO THE SECOND EDITION
   1. Acknowledgments
4. PREFACE TO THE FIRST EDITION
   1. Acknowledgments
5. CHAPTER 1 Human Leverage
   1. The Shift
   2. The New Human Capital Management Model
   3. Effects on Organizational Management
   4. Data for Management
   5. Making the Change
   6. Data Conundrum
   7. Two Aspects of Human Capital
   8. What Human Resources Can Learn from Finance
   9. HRP
   10. People and Information
   11. Data-to-Value Cycle
   12. Organizational Capacity
   13. Surveying the Track
   14. The ROI Race
   15. False Starts
   16. Points of Measurement
   17. Summary
   18. References
6. CHAPTER 2 How to Measure Human Capital’s Contribution to Enterprise Goals
   1. Constancy and Alignment
   2. How to Become a Business Partner
   3. The First Step
   4. Human-Financial Interface
   5. A Strategic View
   6. Enterprise-Level Metrics: The Launch Point (1/2)
   7. Enterprise-Level Metrics: The Launch Point (2/2)
   8. The H in Human Capital (1/2)
   9. The H in Human Capital (2/2)
   10. Human Capital Enterprise Scorecard
   11. How to Marry Quantitative and Qualitative
   12. Benchmarking’s Danger
   13. The Willy Loman Syndrome
   14. Summary
   15. References
7. CHAPTER 3 How to Measure Human Capital’s Impact on Processes
   1. Making Money Through Process Management
   2. In the Beginning
   3. The Return of Reason
   4. Positioning Business Unit Processes
   5. Process/Talent Case
   6. Supply Chain Management
   7. Human Capital in Processes
   8. Anatomy of a Process
   9. Process Performance Matrix
   10. Finding Human Capital Effects
   11. A Test Problem (1/2)
   12. A Test Problem (2/2)
   13. Summary
   14. References
8. CHAPTER 4 How to Measure Human Resources’ Value Added
   1. Whither HR?
   2. Top Reasons for Employees Leaving
   3. Human Capital Performance Evaluation (1/2)
   4. Human Capital Performance Evaluation (2/2)
   5. Change Measurement
   6. Human Capital Scorecard
   7. Human Capital Accounting
   8. A Human Capital P&L
   9. Benchmarking, Best Practices, and Other Fairy Tales
   10. Truly Effective Practices
   11. Summary
   12. References
9. CHAPTER 5 End-to-End Human Capital Value Reports
   1. One Sure Path to Profitability
   2. Three Examples
   3. Cases
   4. An Integrated Reporting System
   5. Leading Indicators
   6. References
10. CHAPTER 6 Human Capital Analytics: The Leading Edge of Measurement
    1. A Model and System
    2. Relationships and Patterns
    3. Pattern Recognition
    4. Fallacies in Trend Identification
    5. Finding Meaning
    6. Extrapolation
    7. The Importance of Context
    8. Charlatans
    9. Business Applications
    10. Performance Valuation
    11. Data Sensors: Forecasting and Predicting
    12. Toward a Human Capital Financial Index
    13. Index Value
    14. Index Application
    15. Data Sources
    16. Summary
    17. References
11. CHAPTER 7 Predictive Analytics: Leading Indicators and Intangible Metrics
    1. Toward Leading Indicators
    2. Leading Indicator Examples
    3. Enterprise Futures
    4. Functional Futures
    5. Be Prepared
    6. Assessment
    7. Employee Mind-Sets
    8. Indirect Sign
    9. Competitiveness
    10. Indexing the Problem
    11. Scoreboarding Overview
    12. Summary
    13. References
12. CHAPTER 8 How to Measure and Value Improvement Initiatives Results
    1. Rebirth of U.S. Business
    2. The New Age
    3. Measuring the New Capital
    4. Restructuring: A Fading Star (1/2)
    5. Restructuring: A Fading Star (2/2)
    6. Employee Engagement
    7. Contingent Workforce Management: The New Human Capital Challenge (1/2)
    8. Contingent Workforce Management: The New Human Capital Challenge (2/2)
    9. Mergers and Acquisitions: Buy vs. Make (1/2)
    10. Mergers and Acquisitions: Buy vs. Make (2/2)
    11. Benchmarking: A Value-Adding Approach (1/2)
    12. Benchmarking: A Value-Adding Approach (2/2)
    13. Summary
    14. References
13. CHAPTER 9 Outsourcing: A New Operating Model?
    1. Mixed Results
    2. Trends in Functional Outsourcing
    3. Outsourcing Life Cycle
    4. Service Initiatives and Satisfaction
    5. Getting It Right
    6. The Future: Web 2.0 and Outsourcing
    7. Beyond Cost Cutting
    8. In the End
    9. References
14. CHAPTER 10 How to Change the Game
    1. HR’s Disruptive Technology (1/2)
    2. HR’s Disruptive Technology (2/2)
    3. Process Optimization
    4. Integrated Delivery
    5. Analysis
    6. Predictive Metrics
    7. Leading Indicators
    8. The New Game
    9. Summary: Learning While Doing
    10. References
15. CHAPTER 11 Eleven Principles, Seven Skills, and Five Metrics
    1. Principle 1: People Plus Information Drive the Knowledge Economy
    2. Principle 2: Management Demands Data; Data Helps Us Manage
    3. Principle 3: Human Capital Data Shows the How, the Why, and the Where
    4. Principle 4: Validity Demands Consistency; Being Consistent Promotes Validity
    5. Principle 5: The Value Path Is Often Covered; Analysis Uncovers the Pathway
    6. Principle 6: Coincidence May Look Like Correlation but Is Often Just Coincidence
    7. Principle 7: Human Capital Leverages Other Capital to Create Value
    8. Principle 8: Success Requires Commitment; Commitment Breeds Success
    9. Principle 9: Volatility Demands Leading Indicators; Leading Indicators Reduce Volatility
    10. Principle 10: The Key Is to Supervise; the Supervisor Is the Key
    11. Principle 11: To Know the Future, Study the Past—but Don’t Relive It
    12. Seven Skills That Make It All Work
    13. Five Metrics of Life
    14. Conclusion
16. INDEX
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. X