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People Data : How to Use and Apply Human Capital Metrics in your Company

By: Huus, Tine.
Material type: TextTextSeries: eBooks on Demand.Palgrave Pocket Consultants: Publisher: Basingstoke : Palgrave Macmillan, 2015Description: 1 online resource (195 p.).ISBN: 9781137466969.Subject(s): Human capital -- Management | Organizational effectiveness | Performance -- Measurement | Personnel management -- Statistical methodsGenre/Form: Electronic books.Additional physical formats: Print version:: People Data : How to Use and Apply Human Capital Metrics in your CompanyDDC classification: 658.3125 LOC classification: HF5549 .H887 2015Online resources: Click here to view this ebook.
Contents:
Cover -- Contents -- Preface -- 1 Why Bother about Human Capital Metrics? -- Human capital and human capital metrics -- The value proposition -- Combining art and science -- Beyond data: training a probing mind -- The process from data to action -- It is a matter of urgency -- Analytical culture as differentiator -- It starts with you -- 2 Working Strategically with Human Capital -- How human capital metrics can support your business strategy -- People data considerations -- Usage and application depend on organization maturity -- Drawing on concepts from economics
Efficiency + effectiveness + impact -- Human capital measurement equals talent management -- Benefits of working strategically with human capital -- 3 The Machine Room -- Getting to grips with the principles behind human capital metrics -- Types of metrics -- Examples of rate metric types -- Examples of ratio metric types -- Examples of composition metric types -- Examples of index metric types -- Examples of qualitative input metric types -- Benchmarking and target setting -- Interpretation as foundation for driving change -- Interplay of quantitative and qualitative data
The organization's approach to sharing human capital metrics -- 4 Determining What Measures You Need -- Measuring the employee life cycle -- Strategic choice and people fit -- Applying supply-chain thinking -- Johari window -- Bottom-line impact of people processes -- Global drivers of employee engagement -- People analytics and big data -- 5 A Toolbox for Managers -- Investigating who is accountable for talent management -- Talent management questions to be answered -- Data sources -- Inside the toolbox -- What is in it for managers -- 6 Making It Happen -- How to apply people data
Measure to manage -- Post-data process -- Go or no go for employee engagement at your company -- Yes, we go for employee engagement -- The three steps in the survey follow-up process -- Taking right action by right stakeholder from right data -- Tracking progress -- Keeping it alive -- 7 Limitations and Obstacles -- Looking at availability and quality of data -- Eating the elephant one piece at a time -- Resistance to measurement -- Inability to work with the metrics -- Inability to take action from people data -- Lack of feedback facilitation skills -- The status quo trap
Missing accountability in the organization -- Being analytical and/or action-oriented as the situation requires -- 8 Metrics for Skeptics -- The kinds of skeptics you may encounter -- Context for scenarios -- The CEO who already knows it all -- The division or country leader who feels it does not apply here -- The busy manager -- The overwhelmed new manager -- The employee who provides feedback again and again and never sees any action or change happening -- The employee who is scared of numbers -- The process-driven HR professional -- The software-obsessed IT expert
The social-media mad communications expert chasing the magic metric
Summary: People are an organizations' biggest asset and easily amount to 30% of company costs so even small improvements can have a bottom-line impact. People Data demystifies and simplifies the process of understanding and working with human capital metrics, a vital and growing idea within HR. It is not about Big Data systems; it is about the capability of identifying your business-specific people challenges, starting to measure them, and moving on to making data-supported, informed, and future-proof people decisions. With an easy-to-apply set of key metrics that managers can use in their dai
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF5549 .H887 2015 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=2057783 Available EBL2057783

Cover -- Contents -- Preface -- 1 Why Bother about Human Capital Metrics? -- Human capital and human capital metrics -- The value proposition -- Combining art and science -- Beyond data: training a probing mind -- The process from data to action -- It is a matter of urgency -- Analytical culture as differentiator -- It starts with you -- 2 Working Strategically with Human Capital -- How human capital metrics can support your business strategy -- People data considerations -- Usage and application depend on organization maturity -- Drawing on concepts from economics

Efficiency + effectiveness + impact -- Human capital measurement equals talent management -- Benefits of working strategically with human capital -- 3 The Machine Room -- Getting to grips with the principles behind human capital metrics -- Types of metrics -- Examples of rate metric types -- Examples of ratio metric types -- Examples of composition metric types -- Examples of index metric types -- Examples of qualitative input metric types -- Benchmarking and target setting -- Interpretation as foundation for driving change -- Interplay of quantitative and qualitative data

The organization's approach to sharing human capital metrics -- 4 Determining What Measures You Need -- Measuring the employee life cycle -- Strategic choice and people fit -- Applying supply-chain thinking -- Johari window -- Bottom-line impact of people processes -- Global drivers of employee engagement -- People analytics and big data -- 5 A Toolbox for Managers -- Investigating who is accountable for talent management -- Talent management questions to be answered -- Data sources -- Inside the toolbox -- What is in it for managers -- 6 Making It Happen -- How to apply people data

Measure to manage -- Post-data process -- Go or no go for employee engagement at your company -- Yes, we go for employee engagement -- The three steps in the survey follow-up process -- Taking right action by right stakeholder from right data -- Tracking progress -- Keeping it alive -- 7 Limitations and Obstacles -- Looking at availability and quality of data -- Eating the elephant one piece at a time -- Resistance to measurement -- Inability to work with the metrics -- Inability to take action from people data -- Lack of feedback facilitation skills -- The status quo trap

Missing accountability in the organization -- Being analytical and/or action-oriented as the situation requires -- 8 Metrics for Skeptics -- The kinds of skeptics you may encounter -- Context for scenarios -- The CEO who already knows it all -- The division or country leader who feels it does not apply here -- The busy manager -- The overwhelmed new manager -- The employee who provides feedback again and again and never sees any action or change happening -- The employee who is scared of numbers -- The process-driven HR professional -- The software-obsessed IT expert

The social-media mad communications expert chasing the magic metric

People are an organizations' biggest asset and easily amount to 30% of company costs so even small improvements can have a bottom-line impact. People Data demystifies and simplifies the process of understanding and working with human capital metrics, a vital and growing idea within HR. It is not about Big Data systems; it is about the capability of identifying your business-specific people challenges, starting to measure them, and moving on to making data-supported, informed, and future-proof people decisions. With an easy-to-apply set of key metrics that managers can use in their dai

Description based upon print version of record.

Author notes provided by Syndetics

Tine Huus has over 25 years of experience within organization development, change projects and consultancy, primarily within the high-tech industry. She has held management positions at Carlsberg, Nokia, Ramboll Group, and Nabisco Brands and was responsible for designing and implementing human capital metrics. She is currently based in Copenhagen and has lived in Finland, Ireland, and the UK.

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