挖掘潛在的人才價值(pdf 9頁)(英文版)

挖掘潛在的人才價值內容簡介:

This large financial services institution knew that its workforce made all
the difference to its customer-focused business strategy. But until the firm
dug deep into its employee data, it couldn’t be sure that its human capital
practices were really advancing that strategy.
If you’ve heard it once, you’ve heard it a thousand times: that old line about the company’s
best assets walking out the door every night. The headlines tell a different story. The frequency
and depth of layoffs today suggest that many managers still view human capital
primarily as a variable cost rather than a value-producing asset.
Managers manage what they can measure––and they find it hard to measure people.While
they can calculate payroll expenses, they typically don’t have the tools to determine causal
relationships: why valued employees really leave, what happens when new staff are promoted
rapidly, how training influences productivity. And when economic pressures dictate that labor
costs should be adjusted to business realities, many managers don’t know when they are discarding
valuable knowledge assets rather than simply cutting costs. Absent the facts, managers
are hard-pressed to apply systems thinking to the management of human capital.
They’ve had to make such decisions

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