1 an Investment Perspective of Human Resource Management
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Transcript of 1 an Investment Perspective of Human Resource Management
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An Investment Perspective of Human
Resource ManagementPete mendiola
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IntroductionAdopting an Investment Perspective
Effective organizations are increasingly realizing that of the varied factors that contribute to performance, the human element is clearly the most critical.
This is regardless of size and nature of an organization, the activities it undertakes, and the environment in which it operates.
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Managers are becoming increasingly aware that a critical source of competitive advantage often comes from:• Ingenious product design or service,• Best marketing strategy,• State-of-the-art technology,• The most savvy financial management, and• Appropriate systems for attracting,
motivating, and managing the organization’s human resources.
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Adopting a strategic view of HR involves considering employees as human “assets” and developing appropriate policies and programs as investments in these assets to increase their value to the organization and to the marketplace.
Employees as assets would mean: Something of value and worth.
Human Resource is considered an investment.
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Sources of Employee Value
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Valuation of Assets Five major kind of assets or capital
that organizations can leverage to aid in performance and add value to operations are:
Financial Assets Physical Assets Market Assets Operational Assets Human Assets
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Types of organizational Assets/capital
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Understanding and Measuring Human Asset/Capital
Given that employees and their collective skills, knowledge, and abilities represent a significant asset for organizations, measuring its value and contribution is a critical issue.
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Related HR Studies Huselid (1990’s) – identified what
were called “high performance work systems” (HPWS) and demonstrated that integrated, strategically focused HR practices were directly related to profitability and market value.
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Related HR Studies, cont’d
Watson Wyatt Worldwide – found that the primary reason for organizational profitability is the effective management of human capital.• This involve providing employees with
rewards that are commensurate with their contributions and a well managed employee retention.
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Becker, Huselid, and Ulrich – examined that a variety of human resource management quality indices, they found that the top ten percent of the organizations studied enjoyed 391 percent return on investment in the management of their human capital.
Dyer and Reeves – attempted to define the HR value chain.
Related HR Studies, cont’d
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HR Value Chain
EMPLOYEES OUTCOME
•Attitudes•Behavior
ORGANIZATIONAL OUTCOMES
•Productivity•Quality
FINANCIAL/ACCOUNTING OUTCOMES
•Expenses•Revenues•Profitability
MARKET BASED OUTCOMES
•Stock Price
Value Chain - The processing, converting, improving or adding value to a particular product, from its original state, thereby giving more appeal, utility or value to a new product that promises a level of satisfaction to prospective clients or customers.
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Common HR Metrics Absence Rate Cost per Hire Health Care Cost per
Employee HR Expense Factor Human Capital Return
on Investment Human Capital Value
Added Labor Costs as a
Percentage of Sales or Revenues
Profit per Employee Training Return on
investment Turnover costs Turnover Rate Workers’ compensation
cost per employee Workers’ compensation
incidents rate. Workers’ Compensation
Severity Rate
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Sample Formulas
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How ‘Investment Oriented’ is an Organization
The extent to which an organization can be characterized as investment oriented may be revealed through answers to the following questions:
Does the organization see its people as being central to its mission/strategy?
Do the company’s mission statement and strategic objectives, both company wide and within individual business units, espouse the value of or even mention human assets and their roles in achieving goals?
Does the management philosophy of the organization encourage the development of any strategy to prevent the depreciation of its human assets or are they considered replicable and amortizable, like physical assets?
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Factors Influencing an Organization’s Investment Orientation
Factors impacting an organization’s willingness to invest in its people.
Management values – Management values and actions determine organizational investment in assets. It is critical to understand how the organization’s strategy mandates the investment in particular assets relative to others.
Attitude Toward Risk – Higher-risk investments are generally expected to have a greater potential return; lower-risk, safer investments are generally expected to have modest return.
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Nature of Employee Skill – Certain organizations require employees to develop and utilize very specialized skills that might not be applicable in other organization; with this idea it becomes less risky.
Utilitarianism - Organizations evaluate investments by using utility analysis, a.k.a. cost-benefit analysis. The cost of any investment are weighted against its benefits to determine whether the prospective investment is either profitable or achieves target rate of return.
Availability of Outsourcing – The final factor impacting an organization’s willingness to invest in its people is the availability of cost-effective outsourcing.
Factors Influencing an Organization’s Investment Orientation cont’d
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Homework Obtain the annual report for a
Fortune 500 company of your choice. Review the material presented and the language used in the text. Write a one-page memo that assesses how investment oriented the organization appears to be toward its human assets.