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Accenture_HCDF埃森哲人力资本框架AccentureHumanCapitalDevelopmentFrameworkDevelopedbytheAccentureHumanPerformanceServiceLine&AccentureInstituteforHighPerformanceBusinessProjectOverview©2004Accenture.Allrightsreserved.WorkforceandHRPerformanceareatopExecutivePriority…Source:TheAccentureHig...

Accenture_HCDF埃森哲人力资本框架
AccentureHumanCapitalDevelopmentFrameworkDevelopedbytheAccentureHumanPerformanceServiceLine&AccentureInstituteforHighPerformanceBusinessProjectOverview©2004Accenture.Allrightsreserved.WorkforceandHRPerformanceareatopExecutivePriority…Source:TheAccentureHigh-PerformanceWorkforceStudy2004…Yetfewexecutivesarehighlysatisfiedwiththeirprogressontheseinitiatives2©2004Accenture.Allrightsreserved.HighPerformancebusinessesarecharacterizedbyleadingedgehumancapitalcapabilities.HumanCapitalEfficiencyWorkforceAdaptabilityWorkforcePerformanceTalentManagementAbilitytoChangeEmployeeEngagementLeadershipCapabilityHighPerformanceFrameworkHighPerformanceAnatomyMarketFocusDistinctiveCapabilitiesHumanCapitalCapabilities**Tier3ofAccenture’sHumanCapitalDevelopmentFramework3©2004Accenture.Allrightsreserved.ProductivityQualityInnovationCustomersKeyPerformanceDriversBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalSuccessionPlanningRecruitingWorkforcePlanningWorkplaceDesignRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyLearningManagementKnowledgeManagementHumanCapitalInfrastructureHumanCapitalCapabilitiesTier1Tier2Tier3Tier4WorkforcePerformanceEmployeeEngagementWorkforceAdaptabilityAbilitytoChangeTalentManagementLeadershipCapabilityHumanCapitalEfficiencyWorkforcePerformanceEmployeeEngagementWorkforceAdaptabilityAbilitytoChangeTalentManagementLeadershipCapabilityHumanCapitalEfficiencyChangeManagementRevenueGrowthROICorROE(FSonly)TotalReturntoShareholdersFutureValueIllustrativeBusinessMeasuresTheAccentureHumanCapitalDevelopmentFrameworkisatooltomeasurehowwellcompaniesmasterthesecriticalHumanCapitalCapabilities4©2004Accenture.Allrightsreserved.TheFrameworkproducesaScorecardindicatingperformanceonallelementsoftheframeworkalongwithadetailedassessmentoftheresults.RewardsandRecognitionEmployeeRelationsHumanCapitalStrategyLearningManagementKnowledgeManagementHumanCapitalInfrastructureChangeManagementWorkforcePerformanceEmployeeEngagementWorkforceAdaptabilityAbilitytoChangeHumanCapitalEfficiencyProductivityQualityInnovationCustomersKeyPerformanceDriversBusinessResultsLeadershipCapabilityHumanCapitalCapabilitiesTier1Tier2Tier3HumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalSuccessionPlanningRecruitingWorkforcePlanningWorkplaceDesignTier4TalentManagementRevenueGrowthROICorROE(FSonly)TRSFutureValueIllustrativeBusinessMeasures3.43.22.83.33.23.73.83.23.23.63.03.83.33.53.03.23.23.42.93.23.13.93.73.02.7HumanCapitalEfficiencyTopQuartileBottomQuartileNote:Numbersrepresentsurveyresponses(means).Colorcodesindicateperformancecomparedtobenchmarks5©2004Accenture.Allrightsreserved.InitialimplementationsoftheFrameworkrevealthatfinanciallysuccessfulorganizationshavemorematurehumancapitalprocesses6©2004Accenture.Allrightsreserved.AnalysisofinitialimplementationsoftheframeworkhavealsoansweredimportantquestionsonthemindsofexecutivestodayWhatarethekeyactivitiesthatleadtoamoreengagedworkforce?(seeOutlookarticle,HarnessingthePowerofanEngagedWorkforce,February,2005)Aremyassumptionsabouteffectivelymanaginganddevelopinghumancapitalcorrect?Whatarethesurprisingfindingsthatgoagainstcommonwisdom?Whatprocessesmostimpactcriticalhumancapitalcapabilitieslikeworkforceperformance,workforceadaptability,andleadership?(seeforthcomingAccenturewhitepaper,TheAccentureHumanCapitalDevelopmentFramework:Assessing,MeasuringandGuidingInvestmentsinHumanCapitalforHighPerformance)4.WherecanIinvestinpeopletogetmaximumvalueformydollar?(seeOutlookarticle,MakingtheRightInvestmentsinPeople,2004)7©2004Accenture.Allrightsreserved.Appendix©2004Accenture.Allrightsreserved.TheAccentureHumanCapitalDevelopmentFrameworkWhat:Adiagnostictool,thatmeasureshowwellacompanymastersit’shumanperformancecapability,andlinksthematurityoftheorganization’shumancapitalprocessestobusinessandfinancialoutcomes.Why:Enablesorganizationstosetstrategy,validatehumancapitalinvestmentsandredirectinvestmentsforgreaterbusinessimpact.How:Usesweb-basedsurveys,executiveinterviews,andfinancialandHRdataworksheetstocollectperceptualandfactualdata.Who:Forusebyanyorganizationthatwantstouseacomprehensive,repeatable,metrics-basedapproachformanagingtheirhumancapitalprogramsandinvestments9©2004Accenture.Allrightsreserved.AccentureHumanCapitalDevelopmentFrameworkSurveyHouseHRBoutiqueHRScorecardsTheAccentureHumanCapitalDevelopmentFrameworkismuchmorecomprehensiveinscopethanotherframeworks.InnovationCustomersKeyPerformanceDriversRevenueGrowthTRSBusinessResultsHumanCapitalProcessesHumanCapitalCapabilitiesTier1Tier2Tier3Tier4EmployeeEngagementKeyPerformanceDriversRevenueGrowthROICTRSBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier4KeyPerformanceDriversRevenueGrowthROICTRSFutureValueBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier4KeyPerformanceDriversRevenueGrowthROICTRSFutureValueBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier4KeyPerformanceDriversRevenueGrowthROICTRSFutureValueBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier4InnovationCustomersKeyPerformanceDriversRevenueGrowthTRSBusinessResultsHumanCapitalProcessesHumanCapitalCapabilitiesTier1Tier2Tier3Tier4EmployeeEngagementKeyPerformanceDriversRevenueGrowthROICTRSBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier4KeyPerformanceDriversRevenueGrowthROICTRSBusinessResultsHumanCapitalProcessesCompetencyManagementCareerDevelopmentPerformanceAppraisalRecruitingWorkforcePlanningRewardsandRecognitionEmployeeRelationsHumanCapitalStrategyHumanCapitalCapabilitiesTier1Tier2Tier3Tier410©2004Accenture.Allrightsreserved.OtherdiagnosticapproachesdonottrackcompletelinkagesandmanydonotprovideevidencefortherelationshiptoshareholdervalueHumanCapitalDevelopmentFrameworkGallupQ12EngagementSurveyComprehensivemodelthatdistinguishesbetweencauseandeffect,orbetweenintermediatebusinessresults(tier2)andcurrentandfuture-orientedfinancialresults(tier1),andbetweenHCprocesses(tier4)andHCoutcomes(tier3).Assessesthematurityofanorganization’sprocesses,enablingtheHCDFtosuggestprescriptive,action-orientedadviceMoreaccurateassessmentsbasedoninputfromemployees,HRexecutives,businessleaders,internaldatabases,andexternalbenchmarksUsingstandardmeasuresacrossfirms,thetoolcanshowwhichHCprocessesmostimpactbusinessresults.Assessesonehumancapitalcapabilityonly:employeeengagement.Simpleandeasytoimplement12questionsurveyadministeredtoemployeesonly.Questionsareverygeneralandareunabletosuggesttherootcauseofloworhighlevelsofemployeeengagement,orsuggestaction-orientedadviceconcerninghowtoimproveit.Usingstandardmeasuresacrossfirms,Galluphasshownacorrelation(notcausality)betweenhighlevelsofengagementandsomeintermediateandfinancialbusinessresults.11©2004Accenture.Allrightsreserved.Otherdiagnosticapproachesdonottrackcompletelinkagesandmanydonotprovideevidencefortherelationshiptoshareholdervalue(continued)WatsonWyattHumanCapitalIndexHRScorecard/HuselidLinkssomehumancapitalprocessesdirectlytofinancialresults.IsnotascomprehensiveinitscoverageofHCprocessesastheHCDF.DoesnotdistinguishbetweenHCprocessesandoutcomes/capabilities,anddoesnotincludeintermediatebusinessresults.AssessestheeffectivenessofHRprogramsbycollectingdatafromHRpersonnelonly.ThisenablessomeprescriptiveadviceaboutHRsolutions,butitfailstoassesstheeffectivenessoftheprogramsinsupportingemployees.Usingstandardmeasuresacrossfirms,theHumanCapitalIndexhasshowncorrelation(notcausality)betweenHCpracticesandfinancialresults.Doesnotusestandardmeasuresacrossfirms,andthuscannotofferusersvalidationthathumancapitalprocessesandcapabilitiesimpactbusinessresults.Rather,itoffersatooltobecustomizedfortheorganizationsimilartotheBalancedScorecard.Overtime,ifbothHCprocessesandbusinessresultsimproveinasingleorganization,alogical(butnotstatistical)connectionmaybemade.However,oneofthedevelopersoftheHRScorecard,MarkHuselid,haspublishedresearchthatshowsacorrelation(notcausality)betweensomeHCprocessesandfinancialresults.12©2004Accenture.Allrightsreserved.Dataiscollectedthroughwebenabledsurveys,executiveinterviewsandfinancialdataworksheets.TimeCommitmentAudience45minutewebbasedsurvey5–15HRExecutivesFactualdatacollection(maybedelegated)businessfinancialdata(accessfinancialController)HRdatawebsurveyProvideemployeeinformationforthosetakingthesurveyScheduleinterviewswithexecutivecommittee1.5days/weekfor3weeksthen.5daysfor5weekstohelpmanageeffortProjectManagerEmployeeswithoutsupervisoryresponsibilities(~70%):20minuteweb-basedsurveyEmployeeswithsupervisoryresponsibilities(~30%):30minuteweb-basedsurveyCrosssectionof50ormoreemployees30-45minutestructuredinterviewsAtleastthreeexecutiveinterviews,oneofwhichwillbewithanHRexecutivewhocanarticulatetheHRstrategy,andtwoofwhichwillbewithbusinessexecutiveswhocanarticulatetheorganization’sstrategy.Executives13©2004Accenture.Allrightsreserved.Identifystrengths,weaknesses,andprocessmaturityinkeyhumancapitalcapabilitiesSameasfirstexecutionplus…Company/IndustryDataCollectionFrameworkExecution1234567….PredictiveQualityofHumanCapitalInvestmentsEstablishabaselineformeasurementthatmakesitpossibletotrackfinancialimpactsovertimeIdentifycausalitybetweenthetiers,notjustcorrelationDeveloprecommendationsonspecificactionstotaketoimprovecapabilitiesMeasurechangesovertimerelatedtotheeffectivenessofhumancapitalmeasurementProvideacomparisonofwheretheorganizationstandscomparedtobenchmarksUseasasignificantinputtooperational/fiscalplanningIdentifiesworkforceperformanceopportunitiesPredictoutputofhumancapitalinvestmentsFirstExecutionSecondExecutionThefirstexecutionoftheframeworkidentifiesstrengthsandopportunityareas.Subsequentexecutionsmeasurestheimpactofhumancapitalprogramsovertimeandallowsidentificationofcausallinks.14©2004Accenture.Allrightsreserved.TheAccentureHumanCapitalDevelopmentBenchmarkingDatabaseThebenchmarkingdatabaseconsistsofapproximately35organizationsacross16companies,acrossindustries.StaffingfirmMotorcyclemanufacturer(Harley-Davidson)Professionalservicesengineering/constructionfirms(2)Equipmentmanufacturer(BriggsandStratton)CanadianutilitySouthAfricanutility(Eskom)SpanishutilitySoftwarecompany(SAPAmerica)MobilephonemanufacturerGovernmentadministrationagencyGovernmentdefenseagencyInvestmentbankInsurancecompanyRetail/commercialbankHealthinsuranceprovider15©2004Accenture.Allrightsreserved.
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