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1、Accenture_HCDF埃埃森哲人力资本框架森哲人力资本框架Workforce and HR Performance are a top Executive PrioritySource: The Accenture High-Performance Workforce Study 2004Yet few executives are highly satisfied with their progress on these initiatives2 2004 Accenture. All rights reserved.High Performance businesses are ch
2、aracterized by leading edge human capital capabilities.Human Capital EfficiencyWorkforce AdaptabilityWorkforce PerformanceTalent ManagementAbility to ChangeEmployee EngagementLeadership CapabilityHigh PerformanceFrameworkHighPerformanceAnatomyMarketFocusDistinctiveCapabilitiesHuman CapitalCapabiliti
3、es* Tier 3 of Accentures Human Capital Development Framework3 2004 Accenture. All rights reserved.ProductivityQualityInnovationCustomersKey Performance DriversBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce Pla
4、nningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLea
5、dershipCapabilityHuman Capital EfficiencyWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)Total Return to ShareholdersFuture ValueIllustrative Business Measu
6、resThe Accenture Human Capital Development Framework is a tool to measure how well companies master these critical Human Capital Capabilities4 2004 Accenture. All rights reserved.The Framework produces a Scorecard indicating performance on all elements of the framework along with a detailed assessme
7、nt of the results.RewardsandRecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureChange ManagementWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeHuman Capital EfficiencyProductivityQualityInnovationCusto
8、mersKey Performance DriversBusiness ResultsLeadershipCapabilityHuman Capital CapabilitiesTier 1Tier 2Tier 3Human Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignTier 4Talent ManagementRevenue GrowthROIC or RO
9、E (FS only)TRSFuture ValueIllustrative Business Measures3.43.22.83.33.23.73.83.23.23.63.03.83.33.53.03.23.23.42.93.23.13.93.73.02.7Human Capital EfficiencyTop QuartileBottom QuartileNote: Numbers represent survey responses (means). Color codes indicate performance compared to benchmarks5 2004 Accent
10、ure. All rights reserved.Initial implementations of the Framework reveal that financially successful organizations have more mature human capital processes6 2004 Accenture. All rights reserved.Analysis of initial implementations of the framework have also answered important questions on the minds of
11、 executives today 1.What are the key activities that lead to a more engaged workforce? (see Outlook article, Harnessing the Power of an Engaged Workforce, February, 2005)2.Are my assumptions about effectively managing and developing human capital correct? What are the surprising findings that go aga
12、inst common wisdom? 3.What processes most impact critical human capital capabilities like workforce performance, workforce adaptability, and leadership?4.(see forthcoming Accenture white paper, The Accenture Human Capital Development Framework: Assessing, Measuring and Guiding Investments in Human C
13、apital for High Performance) 5.4. Where can I invest in people to get maximum value for my dollar?6.(see Outlook article, Making the Right Investments in People, 2004) 7 2004 Accenture. All rights reserved.Appendix 2004 Accenture. All rights reserved.The Accenture Human Capital Development Framework
14、What:A diagnostic tool, that measures how well a company masters its human performance capability, and links the maturity of the organizations human capital processes to business and financial outcomes.Why:Enables organizations to set strategy, validate human capital investments and redirect investm
15、ents for greater business impact.How:Uses web-based surveys, executive interviews, and financial and HR data worksheets to collect perceptual and factual data. Who:For use by any organization that wants to use a comprehensive, repeatable, metrics-based approach for managing their human capital progr
16、ams and investments9 2004 Accenture. All rights reserved.Accenture Human Capital Development FrameworkSurvey HouseHR BoutiqueHR ScorecardsThe Accenture Human Capital Development Framework is much more comprehensive in scope than other frameworks.InnovationCustomersKey Performance DriversRevenue Grow
17、thTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementKey Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and Reco
18、gnitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and Recognit
19、ionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionE
20、mployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmplo
21、yee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4InnovationCustomersKey Performance DriversRevenue GrowthTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementKey Performance DriversRevenue GrowthROICTRSBusi
22、ness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSBusiness ResultsHuma
23、n Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 410 2004 Accenture. All rights reserved.Other diagnostic approaches do not track
24、complete linkages and many do not provide evidence for the relationship to shareholder valueHuman Capital Development FrameworkGallup Q12 Engagement SurveyComprehensive model that distinguishes between cause and effect, or between intermediate business results (tier 2) and current and future-oriente
25、d financial results (tier 1), and between HC processes (tier 4) and HC outcomes (tier 3).Assesses the maturity of an organizations processes, enabling the HCDF to suggest prescriptive, action-oriented advice More accurate assessments based on input from employees, HR executives, business leaders, in
26、ternal databases, and external benchmarksUsing standard measures across firms, the tool can show which HC processes most impact business results. Assesses one human capital capability only: employee engagement.Simple and easy to implement 12 question survey administered to employees only. Questions
27、are very general and are unable to suggest the root cause of low or high levels of employee engagement, or suggest action-oriented advice concerning how to improve it.Using standard measures across firms, Gallup has shown a correlation (not causality) between high levels of engagement and some inter
28、mediate and financial business results. 11 2004 Accenture. All rights reserved.Other diagnostic approaches do not track complete linkages and many do not provide evidence for the relationship to shareholder value (continued)Watson Wyatt Human Capital IndexHR Scorecard/Huselid Links some human capita
29、l processes directly to financial results. Is not as comprehensive in its coverage of HC processes as the HCDF. Does not distinguish between HC processes and outcomes/capabilities, and does not include intermediate business results. Assesses the effectiveness of HR programs by collecting data from H
30、R personnel only. This enables some prescriptive advice about HR solutions, but it fails to assess the effectiveness of the programs in supporting employees. Using standard measures across firms, the Human Capital Index has shown correlation (not causality) between HC practices and financial results
31、. Does not use standard measures across firms, and thus can not offer users validation that human capital processes and capabilities impact business results. Rather, it offers a tool to be customized for the organization similar to the Balanced Scorecard. Over time, if both HC processes and business
32、 results improve in a single organization, a logical (but not statistical) connection may be made.However, one of the developers of the HR Scorecard, Mark Huselid, has published research that shows a correlation (not causality) between some HC processes and financial results. 12 2004 Accenture. All
33、rights reserved.Data is collected through web enabled surveys, executive interviews and financial data worksheets.Time CommitmentAudience45 minute web based survey5 15 HR ExecutivesFactual data collection (may be delegated) business financial data (access financial Controller) HR data web surveyProv
34、ide employee information for those taking the surveySchedule interviews with executive committee1.5 days/week for 3 weeks then .5 days for 5 weeks to help manage effortProject ManagerEmployees without supervisory responsibilities (70%):20 minute web-based surveyEmployees with supervisory responsibil
35、ities (30%):30 minute web-based surveyCross section of 50 or more employees30 - 45 minute structured interviewsAt least three executive interviews, one of which will be with an HR executive who can articulate the HR strategy, and two of which will be with business executives who can articulate the o
36、rganizations strategy . Executives13 2004 Accenture. All rights reserved.Identify strengths, weaknesses, and process maturity in key human capital capabilitiesSame as first execution plusCompany/Industry Data CollectionFramework Execution1 2 3 4 5 6 7.Predictive Quality of Human Capital InvestmentsE
37、stablish a baseline for measurement that makes it possible to track financial impacts over timeIdentify causality between the tiers, not just correlationDevelop recommendations on specific actions to take to improve capabilitiesMeasure changes over time related to the effectiveness of human capital
38、measurementProvide a comparison of where the organization stands compared to benchmarksUse as a significant input to operational/fiscal planningIdentifies workforce performance opportunitiesPredict output of human capital investmentsFirst ExecutionSecond ExecutionThe first execution of the framework
39、 identifies strengths and opportunity areas. Subsequent executions measures the impact of human capital programs over time and allows identification of causal links.14 2004 Accenture. All rights reserved.The Accenture Human Capital Development Benchmarking DatabaseThe benchmarking database consists
40、of approximately 35 organizations across 16 companies, across industries.nStaffing firmnMotorcycle manufacturer (Harley-Davidson)nProfessional services engineering/construction firms (2)nEquipment manufacturer (Briggs and Stratton)nCanadian utilitynSouth African utility (Eskom)nSpanish utilitynSoftware company (SAP America)nMobile phone manufacturernGovernment administration agencynGovernment defense agencynInvestment bank nInsurance companynRetail/commercial banknHealth insurance provider15 2004 Accenture. All rights reserved.
