HR STRATEGY

Item # HRS1 – Human, Physical & Technology Investments Driven Business Transformation 

Most businees are run by considering in their financial statements only their investments in financial assets thereby totally ingoring human capital and technolgy which must also be considered for businesses to be successful.  This business transformation consultancy begins by identifying new market space for each business units’s goods and services and then recasts the financial statements using Wharton School-derived and patented formulae for identifying the current level of investment in each of three asset categories: Human Capital, Technology Capital and Financial Capital. These recast financials serve as the basis for determining what level of investment will be needed in each category going forward so as to attain the necessary capabilities for moving into the new market space

 

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Item # HRS2 - HR Strategy Development Driven HC Return on Investment (ROI) and HC Productivity Metrics Derived from Employer's Own Financial Statements

Most HR management reports and metrics are tactical in nature and are "efficiency" type measures e.g. the number of HR department employees per number of total employees or benefit expenditures per employee. While such efficiency metrics are good and necessary, they do little to tie back to the company's financials. What the C-suite wants are strategic measures of "effectiveness" such as ROI on Human Capital. New and patented (but 6 years-in-the-making) formulae based on Wharton School financial principles now exist to use financial information coming directly and only from the company's General Ledger. For example, the formula for 

What items get included in "Financial Capital Costs" and "Human Capital Investment" from the General Ledger must be carefully thought through. Comparing HC Productivity to HC ROI by Business Unit (BU) then allows for the identification of which BU's performance needs to be improved and how such enhancement needs to be accomplished via improving the underlying HR efficiency metrics for the lagging BU's

 

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Item # HRS3 - HR Strategy Development Driven Business Lifecycle Stages                

Businesses may move through business lifecycle stages from local, to regional, to national and then international. As they do,  the HR funciton needs to ralign its service delivery model in support of the changing business model. These HR Strategy consulting services are provided by a former AT&T global HR strategist and work to align HR functions and processes to appropriately support the business’s lifecycle stages for each business unit. This is accomplished by identifying both the optimal HR services delivery platform for a given lifecylce stage and the requisite HR culture needed to support that platform.

Item # HRS4 - HR Strategy Development Driven By Suite of HR Metrics                                                                                                  

HR may be confined to using only the limied HR metrics found wihtin their HCM system but may need more robust informaiton to truly understand where HR needs to go. This metrics-driven (600 Metrics and KPI’s), “HR Strategic Command Center” with board-Level oversight from the “Father of the HR Metric” creates a process roadmap for the employer that shows the specific steps and activities required to get HR from the current state to a desired  future state in which talent management and workforce planning strategies effectively link with the business strategy

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Item # HRS5 - Industry -Specific HR Sub Function Benchmarking and Cost Reduction via Application of Industry Leading Practices

HR metrics while telling in and of themselves, must be backed by industry-specific leading practices in order to generate immediate value from improved business performance. This HR consultancy develops HR benchmarking in an objective way so as to measure and validate how an organization is performing relative to its peers in the same industry, in the same - or different - geographic markets and across its own business units. Typically 58 KPI's across 7 HR sub-functions form the nucleus of this cost reduction assessment. Then, best practices and client experiences are used to identify ways to improve operational performance while ensuring the organization has the requisite skills and human capacity to legally change and still meet the business's financial goals

 

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  Item# HRS6 – High-Level Tool for Assessing the Strategic Components of and Forces Affecting the Organization’s Human Capital Management Activities

 

Numerous external and internal factors affect an organization’s Human Capital’s value, its ability to achieve its goals, and its exposure risks. This easy-to-use tool is designed to quickly assess the strategic components of the organization’s human capital management activities, the key internal and external forces affecting the organization, HC risk factors, and potential liabilities. It defines the nature and scope of the employer-employee relationship, provides context for making human resource management decisions, and determines the applicability and scope of employment law compliance. Afterwards, the organization will be better able to determine which human resource management and employee relations activities are necessary and which are most cost effective.

 

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Item# HRS7 - Benchmarking and HR Metrics Assessment

 

The “right or best” metrics for a given organization require a detailed understanding of the organization in terms of how it generates revenue, its business strategies and objectives, its business imperatives, the risks it faces, the opportunities to be seized, and what it already measures. This comprehensive assessment tool developed over 25+ years with continuous refinement consists of over 50 questions to be answered by the organization to assess strategy, tactics and operational status. The assessment ensures that the organization is properly managing its business through the use of metrics that are identified as being the most appropriate metrics for the given organization.