企業挖掘潛在的人才價值(pdf 9頁)(英文版)

企業挖掘潛在的人才價值內容簡介：
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 piecemeal, with little sense of their broader impact and
the economic tradeoffs involved.
There is some early evidence of a shift in this view. A recent survey conducted by Mercer
Human Resource Consulting and CFO Research Services revealed that 43% of CFOs see
human capital more as a source of value, with 32% saying it is equal parts cost and value.
Only 25% see it more as an operating cost (Exhibit 1). On balance, more CFOs indicate that
they view HR as a strategic partner rather than a cost center. Perhaps most notable of all:
Only 12% believe their investments in human capital can be trimmed.
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