The demand for accountability among all business functions has never been greater. Recent events show how vital decisions are about human resources in an increasingly uncertain and interconnected world. A key responsibility of organization leaders, human resource (HR) leaders, and consultants is to articulate the logical connections between progressive HR practices and firm performance, and they need to demonstrate those connections with data. This book provides logic and technology to look inside the “black box” between HR practices and financial/business performance.
Investing in people should be as systematic as investing in any other vital resource, based on logical frameworks and focused on optimization, not simply on reducing costs or mimicking best practices. This argues against the common “peanut-butter” approach to talent investments that spreads the same investments (for example, in training or staffing programs) over the entire organization, in an effort to be fair by being equal. Such approaches engender justifiable skepticism from leaders and employees who are asked to invest in programs or activities because HR—or even the CEO—says that everyone must do it.” That approach is in stark contrast to other resources, such as customers and technology, where investments are targeted where they have the greatest effect. Why not make greater talent investments where they matter most? This “decision science” approach provides the foundation for the techniques we present here.
Objective of the Program:
After successful completion of the Program participants will be able to:
1. Calculate the Investment in Human Resources
2. Understand about the concept of Human Resource Accounting
3. Calculate the Cost & Benefit of Human Resource Initiative
4. Conversant on different Models & Methods of HR Accounting
5. Conversant in Human Capital Factor
6. Analyse the HR Accounting Data for decision making purpose
7. Relate HR Accounting data analysis for Business Decisions
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