Measuring human capital

Emerald - Tập 10 Số 2 - Trang 30-35 - 2011
Angela Baron1
1Adviser, Engagement and Organisation Development, Chartered Institute of Personnel and Development, London, UK

Tóm tắt

PurposeThe aim of this paper is to identify how human resource (HR) professionals can best approach the measurement of human capital. This is an evolving area and those organizations held up as exemplars are constantly reviewing their approach and measures and striving for better understanding of people contribution.Design/methodology/approachThe paper draws on experience and research from within the Chartered Institute of Personnel and Development in the UK since 2000 and up to 2011, as well as external research sources.FindingsThe paper finds that there is no one way to carry out human capital measurement as it is context‐specific. However, there are certain people management measures that when applied would provide managers with useful insights in most organizations. More important than specific measures is that the processes around measurement are accurate and trustworthy.Practical implicationsAll forms of capital must be evaluated and analyzed in context to understand how people drive business performance. Human capital only adds value if it can be successfully converted into goods and services that will make a profit.Originality/valueThe paper examines people management measures which provide managers with useful insight in most organizations. However, it concludes that it is more important that the processes around measurement should be accurate and trustworthy.

Tài liệu tham khảo

Baron, A. and Armstrong, M. (2007), Managing Human Capital – Achieving Added Value through People, Kogan Page, London. CIPD (2006), Human Capital Evaluation – Evolving the Data, CIPD Human Capital Panel, CIPD, London. CIPD (2011), Shaping the Future – Sustainable Organization Performance, Final Report, CIPD, London. King, Z. (2010), City Views of Human Capital Management and Reporting: What Information Matters to External Stakeholders?, CIPD, London. Kinnie, N., Swart, J., Lund, M., Morris, S., Snell, S. and Kang, S‐C. (2006), Managing People and Knowledge in Professional Service Firms, CIPD, London. Lepak, D.P. and Snell, S.A. (1999), “The human resource architecture: toward a theory of human capital allocation and development”, Academy of Management Review, Vol. 24 No. 1, pp. 31‐48. Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003), Understanding the People and Performance Link: Unlocking the Black Box, CIPD, London. Scott‐Jackson, W., Cook, P. and Tajer, R. (2006), Measures of Workforce Capability for Future Performance, Chartered Management Institute, London, July.
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Emerald

Tập 10 Số 2

30-35

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