1、本科毕业论文（设计）外文翻译外文题目THENEWHUMANCAPITALMETRICS外文出处CFOMAGAZINE外文作者CRAIGSCHNEIDER1原文THENEWHUMANCAPITALMETRICSTHEHUMANRESOURCESDEPARTMENTISINSURVIVALMODEASOUTSOURCINGTHEFUNCTIONBECOMESAMOREPREVALENTOPTIONFORCOMPANIES,HRMANAGERSKNOWTHATIFTHEYAREGOINGTOENDURE,THEYHAVETODELIVERSTRATEGICVALUE,ANDTHATVALUEHAST
2、OBEMEASURABLEWITHTHATINMIND,MANYCOMPANIESAREFORGINGAHEADONEFFORTSTOCREATEANEWSETOFMETRICSTHATTIETRADITIONALHRFUNCTIONSLIKERECRUITING,TRAINING,ANDPERFORMANCEREVIEWTOOVERALLCORPORATEGOALSINCLUDINGFATTENINGTHEBOTTOMLINETHEOLDHRMEASURES,SUCHASHEADCOUNT,THECOSTOFCOMPENSATIONANDBENEFITS,TIMETOFILL,ANDTURN
3、OVER,NOLONGERCUTITINTHISNEWWORLDOFACCOUNTABILITYTHEYDONTGOFARENOUGHTOCREATESHAREHOLDERVALUEANDALIGNPEOPLEDECISIONSWITHCORPORATEOBJECTIVESTHEEFFORTREQUIRESPUTTINGSOMEHARDSCIENCEAROUNDISSUESTHATHAVETRADITIONALLYBEENTHOUGHTOFASDIFFICULTTOQUANTIFY,LIKEWHYPEOPLELEAVETHECOMPANYORHOWENGAGEDTHEYAREINTHEIRJO
4、BSWHENREALIZED,HUMANCAPITALMETRICSCANPROVIDEMEANINGFULCORRELATIONSTHATHELPPREDICTBEHAVIORANDHUMANCAPITALINVESTMENTDEMANDSWELLAHEADOFTHEANNUALBUDGETHRMETRICSMIGHTMEASUREEFFICIENCY,ORTHETIMEANDCOSTOFACTIVITIESHUMANCAPITALMETRICSMEASURETHEEFFECTIVENESSOFSUCHACTIVITIESTIMETOFILLBECOMESTIMETOPRODUCTIVITY
5、TURNOVERRATEBECOMESTURNOVERQUALITYTRAININGCOSTSBECOMETRAININGRETURNONINVESTMENT“IFYOURGOALISTOINCREASEYOURCOMPANYSPEOPLEPRODUCTIVITYTHROUGHTHEEFFECTIVEUSEOFHUMANRESOURCESTOOLSANDSTRATEGIES,ITSTIMETOCHANGETHEDNAOFHUMANRESOURCES,“SAYSJOHNSULLIVAN,PROFESSOROFMANAGEMENTATSANFRANCISCOSTATEUNIVERSITY“ITST
6、IMETOCHANGEHUMANRESOURCESSOTHATITFOCUSESONTOPPERFORMERSANDENSURESTHATITSPENDSMOSTOFITSTIMEANDBUDGETONHIGHROIACTIVITIES“AFTERALL,HEADDS,“THEONLYSOFTAREALEFTINACOMPANYISTHELARGESTEXPENSEITEMPEOPLE“WHILETHEMANDATETOMEASUREHASBEENAROUNDFORSOMETIME,ACONFERENCE2BOARDSURVEYINDICATESTHATMOSTCOMPANIESARENTTH
7、EREYETOFTHE104HUMANRESOURCESEXECUTIVESATMEDIUMTOLARGESIZECOMPANIESSURVEYED,ONLY12PERCENTMAKEUSEOFPEOPLEMEASURESTOMEETTHEIRSTRATEGICTARGETSORKEYPERFORMANCEINDICATORSKPISBUTTHEMESSAGEISLOUDANDCLEAROVERTHENEXTTHREEYEARS,84PERCENTOFTHATSAMEGROUPEXPECTTOINCREASETHEAPPLICATIONOFHCMEASURESITWONTBEEASYMASTE
8、RINGHUMANCAPITALMETRICSISACOMPLEXUNDERTAKINGLINKINGPEOPLEMEASURESTOKPISINARELIABLEWAYCANREQUIREMASSIVEAMOUNTSOFDATA,ANDMOSTEFFORTSARETECHNOLOGYHEAVYTHEYREQUIREAGOODBITOFTRIALANDERROR,ANDAHEAVYDOSEOFPATIENCEANDMOREOFTENTHANNOT,AHUMANCAPITALMETRICSINITIATIVEREQUIRESAGOODPARTNERSHIPBETWEENHRANDFINANCEA
9、CCORDINGTOTHECONFERENCEBOARDSURVEY,COLLABORATINGWITHCOLLEAGUESFROMFINANCEWASRANKEDTHEBESTWAYTOBUILDSUPPORTFORPEOPLEMEASURES,WITH54PERCENTOFRESPONDENTSINDICATINGTHATSUCHAPARTNERSHIPISVITALTHELABORSUPPLYCHAINOVERCOMINGTHESEHURDLESCOULDREQUIRELOOKINGATTRADITIONALHRFUNCTIONSTHROUGHANEWLENSSANANTONIOBASE
10、DVALEROENERGYCORP,FORINSTANCE,ISFORGINGANEWRECRUITMENTMODELOUTOFHUMANCAPITALMETRICSBASEDONAPPLYINGTHESUPPLYCHAINBUSINESSPROCESSTOLABORDANHILBERT,MANAGEROFEMPLOYMENTSERVICESATTHE70BILLIONENERGYREFININGANDMARKETINGCOMPANY,CAMEUPWITHTHECONCEPTTWOYEARSAGOINANATTEMPTTOTAKETHEGUESSWORKOUTOFTHERECRUITINGFU
11、NCTION“WEWANTEDTOHAVETHERIGHTPEOPLE,INTHERIGHTAMOUNT,INTHERIGHTPLACE,ATTHERIGHTTIME,WITHTHERIGHTSKILLS,“SAYSHILBERTWHILEHEADMITSTHATSATALLORDER,THECHANGEINPERSPECTIVEOPENEDTHEDOORTONEWPOSSIBILITIES“ONCEYOURUNTALENTACQUISITIONASASUPPLYCHAIN,ITALLOWSYOUTOUSECERTAINMETRICSTHATYOUCOULDNTUSEINASTAFFINGFU
12、NCTION,“HESAYS“WEMEASUREEVERYSINGLESOURCEOFLABORBYSPEED,COST,ANDEFFICIENCY“TRADITIONALLY,MANAGERSATTHE20,000EMPLOYEECOMPANYWOULDCONTACTHRANDREQUESTTHENUMBEROFPEOPLETHEYNEEDED,ANDTHEDEPARTMENTWOULDCALLRECRUITERSANDKICKINTHEEMPLOYEEREFERRALPROGRAMANDTHEN“YOUPRAYEDALOT,“HILBERTSAYS3BYEXAMININGAGGREGATE
13、DATAONWHEREPEOPLEAREHIREDFROM,HOWLONGTHEYSTAYEMPLOYED,HOWTHEYFITINTHECORPORATECULTURE,ANDTHEIRLEVELOFINDIVIDUALPRODUCTIVITY,“WEVETAKENANARTANDWEVEMADEITASCIENCE,“HESAYSUSINGTHATDATA,HILBERTISABLETOFIGUREOUTWHERETHECOMPANYCANRECRUITTHEBESTTALENTATTHEMOSTAFFORDABLEPRICEVALEROCANNOWDETERMINEFORASPECIFI
14、CPROJECTWHETHERITSBESTNOTJUSTFINANCIALLYBUTALSOFROMASTRATEGICPERSPECTIVETORECRUITFULLTIME,PARTTIME,ORCONTRACTWORKERS,ORTOOUTSOURCETHEWORKENTIRELYVALEROALSOKEEPSSCORECARDSOFWHICHLABORSOURCESPROVIDEITWITHITSMOSTPRODUCTIVEEMPLOYEESANDTRACKSITOVERTHEYEARANUPGRADETOTHECOMPANYSHRSMARTTALENTMANAGEMENTSOFTW
15、ARETHISYEARWILLALSOGIVETHECOMPANYA“GLOBALLABORSUPPLYCHAINONDEMAND,“HILBERTSAYSTHESUPPLYCHAINAPPROACHTOLABORANDDETAILEDANALYSISOFMETRICSALSOALLOWVALEROTOACCURATELYFORECASTTHREEYEARSINADVANCEITSDEMANDFORTALENTBYDIVISIONANDTITLETOACCOMPLISHTHISFEAT,THECOMPANYDUMPEDFIVEYEARSOFHISTORICALPEOPLERECORDSINTO
16、AHUGEDATABASEFILE,THENCONSULTEDWITHHOUSTONBASEDSOFTWAREVENDORHLSTECHNOLOGIESTODEVELOPASERIESOFMATHEMATICALALGORITHMSFORTURNOVERTRENDANALYSISBYLOCATION,POSITIONTYPE,SALARY,TENURE,ANDDIVISIONTHOSETRENDSWEREPROJECTEDFORWARDTHROUGHANOTHERSERIESOFALGORITHMS,ATWHICHTIMEHILBERTADDEDNUMBERSFORTHEANTICIPATED
17、WORKFORCEFORFUTURECAPITALPROJECTS,NEWSYSTEMS,ANDSERVICES“FORTHEFIRSTTIME,TALENTPIPELINESCANNOWBEDEVELOPEDYEARSINADVANCETOMEETSPECIFICFUTURETALENTNEEDS,“HESAYSTRAININGPROGRAMSANDSUCCESSIONPLANSCANALSOBEDEVELOPEDINADVANCE“ITSPRETTYREVOLUTIONARYSTUFF,“HILBERTADDSTALENTSCOUTCORESTARFINANCIALGROUP,AMORTG
18、AGEBANKINGCOMPANYWITH190EMPLOYEESBASEDINTIMONIUM,MARYLAND,WASNTWORRIEDABOUTITSFUTURETALENTNEEDS,BUTITDIDWANTTOIMPROVETHESKILLSOFTHEWORKERSITALREADYHADSOCFOTOMMONTELEONEADDRESSEDAPRODUCTIVITYPROBLEMWITHHISSALESINTENSIVEEMPLOYEEBASEUSINGMETRICSTOHELPGUIDETHEDECISIONMAKINGPROCESS4MONTELEONECOLLECTEDDAT
19、AONTHEPRODUCTIVITYOFEACHCUSTOMERFACINGEMPLOYEEANDCROSSEDITWITHTHE“PULLTHROUGHRATE,“ANINDUSTRYKPITHATMEASURESHOWMANYCUSTOMERSWHOSTARTTHEBUYINGPROCESSACTUALLYCOMPLETEITHEFOUNDTHATSOMEWORKERSWEREDOINGFARBETTERTHANOTHERSWITHTHEIRINDIVIDUALPULLTHROUGHRATESMONTELEONEWEIGHEDSEVERALPOTENTIALSOLUTIONS,INCLUD
20、INGCHANGESTOINCENTIVES,HIRING,ANDTRAININGPRACTICESHEWORKEDCLOSELYWITHCORESTARSVICEPRESIDENTOFRETAILSALES,KEVINFERGUSON,TOGATHERDATAANDSIMULATEOUTCOMESTODETERMINEWHICHFIXESWOULDHAVETHEBESTBUSINESSIMPACT“ITSABOUTCAPTURINGASMUCHDATAASYOUCANANDORGANIZINGITSOITMAKESSENSE,“HESAYS“SOMETHINGISGOINGTOSTICK,A
21、NDYOUREGOINGTOUNDERSTANDANEWMETRIC“ONEOPTIONTHEYCONSIDERED,REPLACINGTHEPOORPERFORMERS,WASDETERMINEDTOBEADEADENDMONTELEONECALCULATEDTHATTHECOMPANYWOULDLOSEABOUTFOURWEEKSOFPRODUCTIVITYPERPERSONTRYINGTOREPLACEASUBPARPERFORMERANDBRINGANEWHIREUPTOSPEEDINTHEEND,CORESTAROPTEDTOINVESTINNEWITINFRASTRUCTUREAR
22、OUNDCALLFLOWMANAGEMENTTHATNOTONLYMONITORSTHEPULLTHROUGHRATEBETTER,BUTALSOBETTERDISPERSESTHECALLSSOTHATHIGHPERFORMERSFIELDMOREPROMISINGCALLSANDMANAGERSHAVEMORETIMETOWORKWITHSUBPAREMPLOYEESTORAISETHEIRPERFORMANCELEVELASARESULTOFTHEINVESTMENT,MONTELEONEFOUNDTHATTHESALESTEAMCOULDTAKEONMORECALLVOLUMEATAL
23、OWERCOSTTOTHECOMPANY“WEWEREABLETOINCREASESALESYEAROVERYEARBYABOUT45PERCENT,BUTWEONLYHADTOINCREASEOURSALESFORCEBY10PERCENT,“HESAYSTHESHIFTFROMHRMETRICSTOHUMANCAPITALMETRICSOWESMUCHOFITSANTICIPATEDMOMENTUMTOTECHNOLOGYADVANCESCOMPANIESAREINCREASINGLYRELYINGONDATABASESTOGATHERANDORGANIZEVOLUMESOFINFORMA
24、TIONABOUTEMPLOYEESTHROUGHOUTTHEIRJOBLIFECYCLESONLINETOOLSALLOWFORPRESCREENINGANDTESTINGFORCOMPETENCYANDBEHAVIORALTARGETSSETBYTHECOMPANYDECISIONMAKERSUSEDASHBOARDSTOSELECTSPECIFICMETRICSFROMTHEDATABASEFORANALYSISTRIALANDERRORTHEYALSORELYONSOMEGOODOLDFASHIONEDEXPERIMENTATIONMIKEBOKINA,A5SENIORCONSULTA
25、NTFORSARATOGA,APRICEWATERHOUSECOOPERSHUMANRESOURCESERVICEOFFERING,SAYSCOMPANIESNEEDTOCLOSELYTRACKTHERESULTSOFDECISIONSINORDERTODEVELOPSOLIDMETRICSINTHEFUTURETHOUGHTHEORIGINALDECISIONSMIGHTBEBASEDONBUSINESSREALITIESOREVENHUNCHES,MEASURINGTHEOUTCOMESANDREADJUSTINGASYOUGOALONGCANLEADTOCORRELATIONSBETWE
26、ENHUMANCAPITALDECISIONSANDSTRATEGICRESULTS,ANDMETRICSTOTRACKTHOSECORRELATIONS“IFIPUSHMYTRAININGBUDGET,DOESTHATHAVEANIMPACTONREVENUEPEREMPLOYEE“HEASKS“IF1PAYPEOPLELESS,ARETHEYASSATISFIEDORCOMMITTED“SYSCOCORP,A32BILLIONWHOLESALEFOODDISTRIBUTORBASEDINHOUSTON,FOUNDTHATITSCOMPENSATIONSYSTEMFORDRIVERSPAYI
27、NGTHEMBYHOURSWORKEDDIDNTPROVIDEASMUCHVALUETOTHEORGANIZATIONASITCOULD“THEMODELDIDNTNECESSARILYPROVIDEBETTERCUSTOMERSATISFACTIONORPROFITABILITY,“SAYSKENCARRIG,EXECUTIVEVICEPRESIDENTOFADMINISTRATIONANDHEADOFHRINSTEAD,SYSCOCHANGEDTOAREWARDSTRUCTUREITCALLSACTIVITYBASEDCOMPENSATIONDRIVERSEARNABASEPAYTHATS
28、SUPPLEMENTEDWITHINCENTIVESFORMOREDELIVERIES,FEWERMISTAKES,ANDGOODSAFETYRECORDSTOBEONTHESAFESIDE,SYSCODIDNTROLLOUTTHEPROGRAMNATIONWIDEITTESTEDITINCERTAINPILOTMARKETSFIRST,ANDTHENTRACKEDTHERESULTSOFTHEOPERATINGCOMPANYFOURMETRICSWERETARGETEDSATISFACTIONLEVEL,RETENTION,EFFICIENCYDELIVERINGMORECASESINLES
29、STIME,ANDDELIVERYEXPENSEUNDERTHENEWCOMPENSATIONSTRUCTURE,SYSCOFOUNDTHATDRIVERSWERENOTONLYMOREEFFICIENT,THEYWEREALSOMORESATISFIEDTHECOMPANYSRETENTIONRATESFORDRIVERSIMPROVEDBY8PERCENT,ANDEXPENSESASAPERCENTOFSALESWENTDOWNAFTERQUANTIFIABLERESULTSSHOWEDTHEBENEFITOFTHECHANGE,SYSCOROLLEDOUTTHEPROGRAMNATION
30、WIDEWITH161SUBSIDIARYCOMPANIES,SYSCOWASALSOFRUSTRATEDBYTHEGAPINHRPERFORMANCEATTHEOPERATIONALENTITIESTHEEXECUTIVETEAMCONSTRUCTEDASCORECARDOFAHANDFULOFMETRICSINCUSTOMER,OPERATIONAL,FINANCIAL,ANDHUMANCAPITALAREAS,ANDTHENAGGREGATEDTHEDATATOSHOWHOWSUBSIDIARIESWEREPERFORMINGBETTERINEACHMEASUREFROMTHERE,SY
31、SCODEVELOPEDABESTPRACTICESPORTALONTHECOMPANYINTRANETTOSHARETHERESULTSANDBUILDAHEALTHYCOMPETITIVENESS“IFWEHADTROUBLEWITHDRIVER6RETENTIONORSHRINKOFINVENTORY,MANAGERSWOULDBENCHMARKTHEIRRESULTSINTERNALLY,“SAYSCARRIGASARESULTOFIMPLEMENTINGTHESEPRACTICES,WHETHERINHUMANCAPITALORELSEWHERE,ANUMBEROFSYSCOSCOM
32、PANIESMOVEDFROMTHELOWER25PERCENTILETOTHEUPPER25PERCENTILECARRIGCREDITSTHESUPPORTOFTHEENTIREMANAGEMENTTEAM,ESPECIALLYFINANCE,FORMAKINGTHESECHANGESPOSSIBLETHECONTROLLERTEAMREASSESSESKEYMETRICSATLEASTONAQUARTERLYBASIS,NARROWINGALISTOFHUNDREDSOFDIFFERENTTYPESOFPERFORMANCEMEASURESDOWNTO25OR30ANDTHENTOANE
33、XECUTIVEDASHBOARDOFFIVETOSEVENGOALSATTHEMEETINGS,SENIORMANAGEMENTDETERMINESFROMTHERESULTSWHETHERTHECOMPANYISMEASURINGTHERIGHTONESAND“WHATLEVERSWENEEDTOPULL,“SAYSCARRIG“OURCFOJOHNSTUBBLEFIELDVALUESHUMANCAPITALANDRECOGNIZESTHENEEDTOQUANTIFYTHEWORKPERFORMEDBYOURPEOPLEIFIWERETHEONLYONEWHOTHOUGHTITWASIMP
34、ORTANT,ITWOULDNTGETVERYFAR“SYSCOISALSOPILOTINGSOMENEWWAREHOUSETRAININGTECHNIQUESFORNEWHIRESIN11OFITSSUBSIDIARIESINTHEHOPEOFACCELERATINGTHEIRPERFORMANCEANDTRACKINGRESULTSOVERTHENEXTYEAR“IFWEDONTSEEPERFORMANCE,“CARRIGSAYS,“WELLCALLITABADIDEAOURMETRICSPROCESSISANONGOINGEVOLUTION“BUILDINGUPTALENTISALSOA
35、PRIORITYFORSIMILARLYNAMEDCISCOSYSTEMSINC,THESANJOSE,CALIFORNIABASEDNETWORKINGANDCOMMUNICATIONSGIANTKARENHORN,CISCOSSENIORDIRECTOROFEMPLOYEECOMMITMENT,SAYSTHECOMPANYRECENTLYADDEDAMETRICTHATTRACKSWHYAPERSONMOVEDWITHINTHECOMPANYTOADASHBOARDOFPEOPLEMEASURESTHATINCLUDESREVENUEPEREMPLOYEETHROUGHTHATMEASUR
36、EMENT,EXECUTIVESCANSPOTWHICHDIVISIONSINTHECOMPANYARECREATINGNEWTALENTITSTHEDIFFERENCEBETWEENJUSTNOTINGHOWMANYPEOPLEMOVEDANDNOTHINGWHYTHEWHYISWHERETHEVALUEIS,SHESAYSCOMPANIESAREINCREASINGLYMEASURINGMOVEMENTASAMETRICHIGHPERFORMERSTENDTOWANTTOTAKEONNEWCHALLENGES,ANDBUSINESSESLIKETOPROMOTETHEIRBESTANDBR
37、IGHTESTTHROUGHTHERANKSTRACKINGMOVEMENTINSIDETHECOMPANYISALSOAWAYTOMAKESUREMANAGERSSERVEASTALENT“LAUNCHINGPADS,“RATHERTHANHOARDERSONCEIDENTIFIED,THEYCANREWARDTHOSEMANAGERSACCORDINGLY“THEKEYISTOFINDOUTWHICH7POSITIONSWENEEDTHESESUPERSTARSIN,“SANFRANCISCOSTATEUNIVERSITYSSULLIVANSAYSTHEHUMANFACTORIDENTIF
38、YINGTOPPERFORMERSISNTEASY,ANDUSINGMETRICSTODOSOCANMISSSOMEOFTHEINTANGIBLEFACTORSTHATMAKEPEOPLEEXCELEVENFINANCECHIEFSACKNOWLEDGETHATTHERESANINHERENTCHALLENGEWITHPUTTINGMETRICSAROUNDPEOPLE“OURHUMANCAPITALISONEOFTHEMOSTIMPORTANTASSETSTHECOMPANYHAS,BUTITSALSOONEOFTHELEASTPREDICTABLE,“SAYSCORESTARSMONTEL
39、EONE“EVERYONEHASTHEIROWNPERSONALITY,SKILLS,ANDABILITIES“CRITICSOFHUMANCAPITALMETRICSCONTENDTHATPEOPLEOFTENDEFYMETRICSANDTHATHUMANSARETOOCOMPLEXTOANALYZEWITHREAMSOFDATAANDCOMPUTERPROGRAMSISITDEHUMANIZING,FOREXAMPLE,TOAPPLYASUPPLYCHAINMODELTORECRUITINGBUTNOTEVERYONEAGREESTHATHUMANCAPITALMETRICSHAVEADO
40、WNSIDESULLIVANBELIEVESTHATANYTHINGCANBEQUANTIFIED,BUTTHATFEARMOTIVATESMANYTORESIST“PEOPLEINHRARERESISTANTTOMEASUREMENTBECAUSETHEYAREAFRAIDTHATTHEYLLGETANFTHEYLLGETAZERO,“HEADDS“IFYOUREATOPPERFORMER,YOULOVEMEASUREMENT“ANOTHERDRAWBACKISTHATIDENTIFYINGWHICHHUMANCAPITALMETRICSAREMEANINGFULCANBEHITORMISS
41、FORTHISREASONALONE,ITSNOTSURPRISINGTHATMANAGERSAREHESITANTTOPUTTOOMUCHTIMEANDENERGYINTOAPROGRAMINWHICHRESULTSMAYBEFEWANDFARBETWEENITSTHE“80/20RULE,“MONTELEONEEXPLAINS“TWENTYPERCENTOFTHEMETRICSWILLDRIVE80PERCENTOFTHEBUSINESS“MANYCOMPANIESSTRUGGLEWITHJUSTGETTINGSTARTED,LETALONEKEEPINGAPROGRAMGOINGFORY
42、EARSONENDJIMDELROSARIO,VICEPRESIDENTOFTALENTACQUISITIONATVERITUDE,ANHRSERVICESCOMPANYINBOSTON,SAYSITDOESNTTAKEAMASSIVEEFFORTTOGETSTARTEDONIMPROVINGHUMANCAPITALMETRICS“YOUDONTHAVETOOVERANALYZEOROVERENGINEERTHEMETRICS,“HESAYS“PICKAFEWPROBLEMAREASANDFIGUREOUTHOWTOSTARTMEASURINGTHEM“HESAYSTHATWHENCOMPAN
43、IESSTARTPLANNINGABIGBUDGETENDEAVOR,MANAGERSTIEONEPROBLEMTOANOTHER“MEASURINGISMOREOFANINVESTMENTINTIMETHANDOLLARS,ANDTHERETURNONTHATTIMECANBEIMMENSE,“SAYSDELROSARIO“BEGINWITHONEDEPARTMENTORPROBLEM,THENABIGGERENTERPRISEWIDEMETRICSPROGRAMSTARTSTOEVOLVE“8SOURCECRAIGSCHNEIDERTHENEWHUMANCAPITALMETRICSJCFO
44、MAGAZINE,2006,22322279译文人力资本的新度量人力资源部门正处在生死攸关的状态。由于将业务外包已成为公司的一个更为普遍的选择，使得人力资源经理相信如果他们要熬过难关，就必须提供具有价值的战略，且其价值必须是可衡量的。考虑到这一点，许多公司都在努力建立一套新的人力资源衡量标准，像招聘、培训和工作考核等传统的人力资源管理功能和性能来审查总体业务目标包括扩大底线前进。在这种新的问责制的世界里旧的人力资源措施，如人头计算，赔偿和福利，及时填补，成本和营业额已失去了存在的意义。它们不能为股东创造价值，也不能使公司上下人员的决定一致。这种情况下需要对一些传统上被认为是难以量化的，和有效解
45、决的问题进行思考。例如，人们为什么离开公司，或者他们是如何从事他们的工作。只有认识到人力资本指标可以协助提供预测行为时，人力资本投资才会比在年度预算看来更具价值。以时间的及时填补作为生产力提高的体现；周转率的大小视作营业额质量的晴雨表；培训费用折算成培训投资的回报。通过这些人力资源指标可以评判活动的效率或活动的时间和成本，衡量这些活动的成效。“如果你的目标是要增加人力资本的生产力，那么就要有效使用公司的人力资源的工具和战略，现在已经是时候改变人力资源的格局啦，”旧金山州立大学的管理学教授约翰沙利文说，“当下要改变人力资源，以便关注良好的产出，并确保大部分时间和预算是花费在高投资回报的活动上。”
46、他补充说，“毕竟人才才是公司唯一花销最大的软实力。”尽管下达测量任务已经有一段时间，但一个会议委员会的调查显示，大多数公司都还没有进行。在104个大中型公司的人力资源管理的调查中，只有12的公司运用人力资源措施来配合其战略目标和关键绩效指标（KPI）。但是，明确的信息是在未来三年内，同一组中的84的公司希望增加人力资源方面的措施。掌握人力资本指标是一项复杂的任务，这并不容易。将人们同关键绩效指标（KPI）有效结合起来进行测量可能需要大量数据，并且大部分需要艰巨的技术工作。他们需要反复考究和大量的耐心。而且往往不是一个人力资本指标就够了，10还需要人力资源和金融之间良好的伙伴关系。据会议委员会调
47、查，有54的受访者数据表明与从事财务的同事合作，最有助于推行人力资源方法，所以建立这种伙伴关系无疑是至关重要的。劳动供应链克服这些障碍可能需要在传统的人力资源管理功能上寻找一个新的角度。就像圣安东尼奥的瓦莱罗能源公司开发出一种出于人力资源角度的新的招聘模式，它以劳动供应链的业务流程为基础。丹希尔伯特，一个任职于能源炼油和销售公司（这家公司市值700亿美元）的就业服务经理，在两年前思考招聘的不确定性时提出了这个概念。“我们希望在合适的地方，合适的时间找到有合适技能的与合适价格的合适的人”希尔伯特说。虽然他承认这是一个很高的要求，但是这一改变从愿景的角度打开了新的可能性的大门。“一旦你运用人才供给
48、机制，它将允许您使用某些衡量标准作为评判，而这些指标往往不能用在人员配置上，”他说。“我们以速度，成本和效率衡量劳动力个体。”根据惯例，有20000名员工的公司人力资源经理会联系，并提出他们需要的人的数量，人力资源部就会提出招聘和雇员推荐计划。然后“你知道的会有很多。”希尔伯特说。通过讨论是否雇用，他们会待多久，他们如何在企业文化适应，他们的个人生产力水平怎样等问题，“我们相当于运用了一门艺术，并将其科学化，”他说。利用这些数据，希尔伯特就能够计算出该公司将以最实惠的价格招聘到最优秀的人才。瓦莱罗正构思一个说不定是最好的具体的方案不仅从经济角度而且从战略角度去招纳全职，兼职，或合同工，或完全外
49、包工作。瓦莱罗还保持记录劳动力资源提供的最有生产力的员工的情况，并追踪它在这一年当中的表现。今年仅公司的一个人力资源智能管理软件的升级，也能给予该公司“全球劳动力的需求供应链的升级，”希尔伯特说。供应链管理的办法，劳动和指标的详细分析还能让瓦莱罗准确预测未来三年内其对人才的需求划分和定义。为了实现这一壮举，该公司将5年来的人员记录输入一个巨大的数据库文件，然后咨询了位于休斯敦的软件供应商HLS公司，研发一系列基于营业额趋势分析的定位，职位类型，薪酬，任期，和分裂的数学模型。11这些趋势预计再经过一系列的算法，届时希尔伯特提出增加对未来的资本项目，新的制度，劳动力和服务的预计数字。“这是第一次，人才管道现在可以提前数年发展，以满足特定的未来人才需求，”他说。培训计划和继任计划也可以事先制定。“这是非常具有革命性的东西。”希尔伯特补充说。人才探索拥有190名员工的位于马里兰州，蒂莫尼姆市的抵押银行CORESTAR金融集团，并不担心未来的人才需求，但它确想要提高员工已有的技能。因此，首席财务官汤姆蒙泰莱奥内为他的员工们那些销售密集型员工，制定了解决生产率问题的方案。运用相关的衡量指标来辅助指导决策过程。蒙特莱昂收集了每个客户的贡献能力，结合雇员信息并参照“拉动率”一个行业的KPI用以衡量有多少
