Index
Accenture, 33
accession ratio, 32
accident rates, 288
accountability, 26, 36, 93, 183
accounting, 9, 20, 120, 153, 155–158
achievement, 119
action phase (employee departure), 133
activity, 184
Activity Vector Analysis (AVA) tool, 220
administrative skills, 90
advancement opportunities, see career opportunities aggregates, 33, 123, 128
Ain, Mark, 175
Alamo Rent A Car, 225
algorithms, 16, 52, 147–148, 198
Ali, Shaikh Azhar, 247–249
Amazon, 3
American Society for Training and Development(ASTD), 203
analytics, 8–44
business, see business analytics in causal analysis, 13–14
definitions of, 4–5
descriptive, 12–13
human capital, see human capital analytics initial steps in, 9–10
predictive, see predictive analytics in Research Economic Services case study, 261–264
resources in, 11–12
statistics vs., 4–5
see also data
Ansari, Mazhar Ud Din, 243
applicant tracking system (ATS), 170
artificial intelligence, 281–282
Ash, Mary Kay, on courses of action, 141
associate relations, 221
assumptions, 18
ASTD (American Society for Training and Development), 203
ATS (applicant tracking system), 170
attraction, employee
best practices for, 81
at global logistics firm, 172, 174
and productivity, 30
technology for, 63
in total-rewards models, 69–78
see also recruitment
attrition, see turnover AVA (Activity Vector Analysis) tool, 220
background research (playbooks), 103–104
balanced scorecards, 27, 284, 285
Bassi, Laurie, on future of human capital analytics, 287–288
Bassi Investments Research, 201–202
Beaman, Karen, on future of human capital analytics, 290–291
Beatty, R., 30
behavior, 10, 13, 15, 136–137, 178
behavioral data, 141–142
benchmarking in analytics process, 10
in business analytics, 40
against competition, 36
for decision making, 205
at Descon Engineering Limited, 256
development of, 328
in human capital management, 19–20
of human resources practices, 26
metrics for, 184–185
with performance management, 124
of turnover data, 218
benefit-cost ratio, 292
benefits, employee, 58, 61, 70–73, 77
Berggren, Erik, on future of human capital analytics, 293–294
Berra, Yogi, on prediction, 138
best-in-industry standards, 218
best practices, 81–83
BI, see business intelligence bias, 13
board of directors, 93
Bokina, Michael, 32
bontis.com, 14
boss-collaborator relationship, 24
Boyd, Michael, on future of human capital analytics, 286–287
Brache, Alan P., 285
branding
and corporate culture, 49–50
at Descon Engineering Limited, 253–254
of total-rewards programs, 78
Branham, Leigh F., 130
Brazilian Human Capital Management Survey, 78–79
British Telecom, 201
Brown, Mark Graham, 32–33
business analytics, 38–44
business intelligence (BI), 15, 39, 186, 191, 266
business support departments, 245–246
call center employment, 236
capability planning, 94–140, 315–317
and employee turnover, 130–140
foundation for, 56
hucametrics in, 108–121
and performance management, 121–130
and scanning, 94
workforce planning vs., 6, 88–90
capital, 24, 48, 71, 304, see also human capital career opportunities, 73, 76, 118–120, 250
career pathing, 129
CARTs (Classification and Regression Trees), 198
Cascio, Wayne, on future of human capital analytics, 290
categorical variables, 193, 197–199
Catlette, Bill, on “people factors,” 64
causal analysis, 13–14, see also causation causal links, 44
causal modeling, 14, see also process optimization causation, 13–14, 187, 196
Center for Effective Organizations, 296
CEOs, see chief executive officers
CEO success formula, 109
certification programs, 281
CHAID (Chi-square Automatic Interaction Detector), 198
chief executive officers (CEOs), 49–50, 93, 109, 120
chief human resources officers (CHROs), 98–100, 152
Chi-square Automatic Interaction Detector (CHAID), 198
Christensen, Clay, 3
CHROs, see chief human resources officers
Chrysler, 120
Classification and Regression Trees (CARTs), 198
climate-culture rating, 32
cluster analysis, 194–195
command boards, 24–25
commitment ratio, 32
common sense, 21
communication(s)
and alignment, 26
branding of, 253–254
between cross-functional processes, 286
with employees, 82–83
measurement of, 34–37
with processes, 207
company owners, 118
and benefits, 70
control over, 98
at Descon Engineering Limited, 250, 253
differentiation of, 161–162
and employee departure, 135
in employee value proposition, 59–63
at Enterprise Rent-a-Car, 233
as indicator, 20
at Ingram Content Group, 221
planning of, 127–128
see also total-rewards models
competency management systems, 125
Competing on Analytics, 38
competition
benchmarking against, 36
and Enterprise Rent-a-Car, 229–231, 237
global, 75
markets of, 273
and playbooks, 101–102
and predictive analytics, 275
in strategic planning, 95
and value of data, 12
competitive advantage with business analytics, 38
human capital measures for, 26
with predictive analytics, 275
with process analysis, 148
workforce planning for, 93–94
computers, 4, 85, 301, see also technology
conceptual ordering, 211
The Conference Board, 26
confidence, 43
consistency (measurement), 22
Contented Cows Give Better Milk (Catlette and Hadden), 64
continuous variables, 193, 198, 199
contribution opportunity, 119
control systems, 21
Coon, Robert, 168
corporate objectives and initiatives, 307, 314, 315, 323, 324, see also goals
cost/benefit determination, 218
cost-effectiveness, 6
cost-leader companies, 28
cost measurements, 21
cost per unit (CPU), 219
cost reduction, 18
CPU (cost per unit), 219
Cravino, Maria Luis, 17
creativity, 106
Creelman, David, on future of human capital analytics, 283
CRM (Customer Relations Management), 39
Cross, Rob, 286
cross-functional processes, 286
Cullen, Heather, 213
cultural factors, 75
cultural relativity, 291
culture, organizational, 65–66
assessment of, 295
and CEOs, 49–50
continuous learning in, 62
and decision making, 42
at Descon Engineering Limited, 253
employee fit in, 161
Customer Relations Management (CRM), 39
customers, 95
data
for business analytics, 39
comparison of, 206
in decision making, 39
human capital, 168–171
internal sources of, 183
interpretation of, 22
for predictive management, 55–56
qualitative and quantitative, 183–184
validity of, 204–205
value of, 9–14
work-time, 175
databases, 268
data collection, 11, 174–175, 186, 199–200, 205
Davenport, Thomas, 38
Davies, Robertson, on the future, 8
Dawood, Abdul Razak, 240, 243, 248, 255–258
decentralization, 241–247
decision making
for business intelligence, 191
at Descon Engineering Limited, 242
at Enterprise Rent-a-Car, 231–237
and human capital management, 5
organizational culture in, 19, 42
in performance management, 204–205
decision statements, 39
decision support systems movement, 39
DEL, see Descon Engineering Limited
delegation, 242
deliberation phase (employee departure), 133
Deloitte, 72
demand, 230
departure, employee, 133–138
action phase of, 133
and compensation, 135
decrease in ROI from, 164–165
deliberation phase of, 133
indicators of, 136–138
see also turnover depletion ratio, 8
Descon Engineering Limited (DEL), 240–258
decentralization at, 241–247
future directions at, 257–258
implementation of HCM:21
at, 250–257
operations of, 240–241
organizational development at, 253–257
predictive management at, 248–258
training and development at, 249–253
descriptive analytics, 12–13
development, 73
as core process, 202
at Descon Engineering Limited, 251–257
effects of, 203
for high-potential employees, 91, 92
in-house, 253
and organizational opportunities, 76, 118–120
see also training
Diagnostic and Statistical Manual (DSM), 279
dialog (performance reviews), 125
differentiated workforce, 33
differentiating skills, 89, 315
differentiation strategy, 28
differentiators group (segmentation), 12
direction (performance review), 125–126
DISCRIM, 197
discriminant function analysis, 197
disengagement, employee, 113–114, 131–138
disruptive technology(-ies), 3, 50–51, 54, 275
Disselkamp, Lisa, 174
Dominos, 78
Donne, John, on human interaction, 303
dotcom mania, 85
Downey, Mary Ann, on future of human capital analytics, 292
downsizing, 167
downtime, 94
Driving Results Through Social Networks (Cross and Thomas), 286
DSM (Diagnostic and Statistical Manual), 279
EBITDA (earnings before interest, taxes, depreciation, and amortization), 55
economic crises, 294–295
economic stability, 118
economy, 64, 95, 167–168, 201–202, 230
EDPs (executive development programs), 252
effectiveness, 27, 92, 143, 207, 261
Elliott, Lee, on future of human capital analytics, 282–283
employee matching, 63
employee retention, 57
best practices for, 81–82
in employee value proposition, 63–65
at Ingram Content Group, 223
and metrics, 208
rate of, 94
and sales, 63
in total-rewards models, 69–78
tracking effects of, 329
in transportation industry, 169–174
turnover vs., 130
employees
communication with, 82–83
needs of, 58–59
part-time, 135
relationships with, 75
temporary, 135
types of, 195
see also human capital
employee value proposition, 57–78
and belonging, 64–66
compensation in, 59–63
customization of, 66–68
and employee attraction, 69–78
and employee retention, 63–65
needs of employees in, 58–59
revenue growth from, 59–60
empowerment, 242
engagement, employee, 21, 24, 30–31
analysis of, 150
as core process, 202–203
as factor in hucametrics, 110–118
at Ingram Content Group, 221
surveys of, 287
and turnover, 130–131
Enterprise Rent-a-Car, 224–239
decision-making process at, 231–237
demand for talent at, 229–230
impact of competition on, 229–231, 237
impact of local economies on, 230
operations of, 224–225
outcome of analytical process for, 237–239
possible site locations for, 228
Enterprise Resource Planning (ERP), 39, 255
enthusiasm, 133
environmental scans, 47
equity, 70
ERP (Enterprise Resource Planning), 39
Europcar, 225
evaluation, metrics, 328–329
evidence, 278
exchange relationships, 75
execution capabilities, 105
executive development programs (EDPs), 252
executives, 30, 90, 97, see also chief executive officers; chief human resources officers executive stability ratio, 32
exit interviews, 208
external data sources, 183
external forces, 249, 304–307, 310–311
external hires, 129
externalism, 19
external scanning, 48–49
extrinsic motivation, 77
factor analysis, 194
Fernando, Michelle, 267–270
Fink, Alexis, on future of human capital analytics, 294
Ford, 120
foresight, 120, see also prediction 401k programs, 221
“freedom to perform,” 119
future stage (HCM), 22
GAAP (Generally Accepted Accounting Principles), 153
Gale, Rex, on future of human capital analytics, 289–290
Galvin, Bob, 149–150
gaming technology, 282
Gates, Stephen, on future of human capital analytics, 284–285
General Electric (GE), 118
Generally Accepted Accounting Principles (GAAP), 153
General Motors (GM), 120
Gibbons, John, on future of human capital analytics, 296–297
Gladwell, Malcolm, 118
global competition, 75
goal management systems, 124
goals
classification of, 40
in integrated delivery system, 236, 323, 325
of organization, 10
process for defining, 24–25
setting of, 205
strategy maps for achievement of, 27
Grantham, Charles, on future of human capital analytics, 279
gross numbers, 184
grounded theory, 209–211
group engagement, 110
group performance, 122
growth, 119, see also career opportunities Gubman, Ed, on future of human capital analytics, 297
Hackett Group, 55
Hadden, Richard, on people factors, 64
Hallowell, Kirk, 153
Hannon, Noel, on future of human capital analytics, 288–289
Harriott, Jesse, on future of human capital analytics, 280
Harris, Jeanne, 38
HCM, see human capital management
HCM:21 (human capital management for the twenty-first century), xiii, 5, 301–331
analytics in, 6–7, 16, 329–331
capability planning in, 315–317
data support for, 55–56
at Descon Engineering Limited, 248–258
integrated delivery in, 323–326
phases of, 6–7
predictive measurement in, 327–329
process optimization in, 317–323
value chain in, 22–25
in workforce planning, 86–93
HCS (Human Capital Source), 259
health-care industry, 50–51, 265–270
Henson, Row, on future of human capital analytics, 283–284
Herzberg, Frederick, 113, 116, 118
hierarchy of needs, 58, 60, 62
high-potential (Hi-Po) employees, 91, 92, 317
Hire, Train, Develop, and Retain Program (HTDRP), 252
hiring, 57, 94, 129, 252, see also recruitment “How Smart HCM Drives Financial Performance” (study), 123
HRA (human resources analytics), 15, 16
HRFR (human resources financial report), 184
HRIS (human resources information system), 169–170
HTDRP (Hire, Train, Develop, and Retain Program), 252
hucametrics (human capital metrics), 108–121
and accounting, 9
basic predictive model of, 109
competence factor in, 110
for decision making, 27
definitions of, 108–109
and disengagement, 113–114
employee engagement factor in, 110–118
evolution of, 8–9
and HuCap managers, 121
opportunity factor in, 118–120
and scorecards, 29
see also human capital measurement;
performance metrics
HuCap managers, 121, see also chief human resources officers
appreciation of, 158
data, see data defined, 304
in HCM:21, 6–7
promise of, xiii
strategic measures in, 26–38
human capital analytics, xiii, 5–7, 9, 276–299
human capital management (HCM), 5, 78–84
assumptions in, 17–18
barriers in, 329–330
benchmarking in, 19–20
best practices for, 81–82
and company values, 79–81
competitive advantage with, 88
employee communication in, 82–83
future stage in, 22
need for, 4
past stage in, 22–23
performance goals in, 23
present stage in, 22–24
and social responsibility, 83
sustainability in, 24
and value chain, 22–25
see also HCM:21; human capital analytics
human capital management for the twenty-first century, see HCM:21
human capital measurement
accountability for, 36
in analytics, 26–38
for communication, 34–37
for competitive advantage, 26
crises in, 17–22
implementation of, 27–30
in manager bonus plans, 33–34
objective vs. subjective, 21
in scorecards, 33–34
training in, 36
see also hucametrics
human capital metrics, see hucametrics; performance metrics
Human Capital Report (Saratoga Institute), 220
Human Capital Source (HCS), 259, 261–262
human resources
management of, 25
in Research Economic Services case study, 259–260
human resources analytics (HRA), 15, 16
Huselid, Mark, 26, 30, 33, 298
hypotheses, 199
ICG, see Ingram Content Group identification (succession planning), 92
identity theft, 281
i4cp, 292
impact indicators, 27
important group (segmentation), 12
important skills, 315
Improving Performance (Rummler and Brache), 285
incentive programs, 60
indicator(s)
of employee disengagement, 131–133
impact, 27
lagging, 328
in performance management systems, 18–19
and processes, 20–21
productivity, 19
see also key performance indicators
informal culture, 19, see also culture, organizational
information systems, 82, see also technology
Ingram Content Group (ICG), 217–223
in-house development, 253
inputs, 141–142, 144, 145, 317
instinct, 278
Institute for Corporate Productivity, 290
integrated delivery system, 151–152, 323–326
interdependence techniques, 194–196
internal branding, 78
internal factors, 54, 249, 307, 312
internal forces, 307–309
internal growth, 19
internal hiring, 129
internal scanning, 47–49
Internet, 85
interpretation, data, 22
interviews, exit, 208
intrinsic motivation, 77
inventory control, 51, 156–157
Jamrog, Jay, on future of human capital analytics, 292–293
Japan, 85
JGC, 246
JIT (just-in-time) inventory control, 51
job-fit opportunity, 119
job search indexes, 229
job titles, 78
job vacancy metric, 208
joint ventures, 246
just-in-time (JIT) inventory control, 51
Kelly, Michael, on future of human capital analytics, 291
Kepner-Tregoe (KT), 42
key performance indicators (KPIs), 26, 30, 34, 36
Kovacevich, Dick, 151
KPIs, see key performance indicators
KT (Kepner-Tregoe), 42
labor analytics, 179
labor-market transformations, 3
labor scheduling technology, 176
lagging indicators, 328
LAMP (logic, analytics, measures, and process), 290
Langevin, Pascal, on future of human capital analytics, 284–285
assessment of, 164
as core process, 202
at Descon Engineering Limited, 247, 250
development of, 220–221
market, 191–192
rating of, 32
role of line, 166–167
at Sundance Distribution Center, 167
and turnover, 218
leading indicators, 27, 190, 327
learning (core process), 202
learning process analysis, 148, 149
learning-value curve, 157, 159, 161, 163
Lee, Thomas, 132
legal issues, 75
leverage (metrics), 159
Lewis, Michael M., 279
local economies, 230
logic, analytics, measures, and process (LAMP), 290
London Times, 201
love, 58
luck, 5–6
Mack, Tim, on future of human capital analytics, 278
maintenance skills, 90
management development programs (MDPs), 252
management evaluation scheme (MES), 250, 255–257
management models, xi, see also human capital management
management ratio, 32
bonus plans for, 33–34
communication with, 8–9, 125, 212
competence of, 110
at Descon Engineering Limited, 247
effective vs. ineffective, 13
and employee turnover, 136, 139
employment for, 63
HuCap, 121
metrics for, 55
project, 260
self-centered vs. externalist, 19–20
and statistical analysis, 52–53
strategy of, 28
and succession planning, 91, 92, 124
tenure of, 65
MANOVA (Multiple Analysis of Variance), 197
manuals, procedure, 19
manufacturing, 143
market forces, 6
market leadership, 191–192
Marks and Spencer, 201
Martin, Kevin, on future of human capital analytics, 293
Maslow, Abraham, 58
matchpointcoaching.com, 168
McDonald’s, 3
MDPs (management development programs), 252
measurement, see human capital measurement; metrics measuring systems, 17–22
memos, 212
Memphis, Tennessee, 171
MES (management evaluation scheme), 250
metrics, 182–214
for business intelligence, 186, 191
common mistakes with, 183–184
definitions of, 183
employee turnover, 208, 210–213
history of, 38–39
and HR scorecards, 213–214
integrative measurement in, 187–188
interpretation of, 209–213
for management, 55
for market leadership, 191–192
for performance management, 200–205
predictive analytics, 192–200
second-generation, 184–185
selection of, 208–209
third-generation, 185–191
see also hucametrics; performance metrics
microtargeting, 66
mission-critical group (segmentation), 12
mission-critical jobs, 145–146
mission-critical skills, 89, 315
Moneyball (Lewis), 279
Monster Employment Index, 226
Motorola, 149–150
movable group (segmentation), 12
Multiple Analysis of Variance (MANOVA), 197
multiple regression, 197
Naisbitt, John, on strategic planning, 85
National Car Rental, 225
Navigator (model), 27
network science, 285
New York Yankees, 60
Notre Dame University, 78
number and cost (value chain), 23
objectives, see corporate objectives and initiatives objectivity, 21, 129
OE (organizational effectiveness), 261
Olayan, 246
ONA (organizational network analysis), 285
onboarding, 145, 146, 157, 319
operating statistics, 120
operationalization, 199–200
operations metrics, 189
optimization, 12, 51, 185–186, 317–323
organizational development, 253–257
organizational effectiveness (OE), 261
organizational network analysis (ONA), 285
organizational opportunities, 118–120, see also career opportunities
organizational strategy, see strategy organization design, 248
outcomes, 195–196
outputs, 88, 136, 142, 144, 171
oversimplification, 106
overtime, 178–180
parameters (reference points), 19
part-time employees, 135
past behavior and outcomes, 10
past data, see data
Pasteur, Louis, on chance, 107
past experience, 52
past stage (HCM), 22–23
pattern recognition, see data
Patton, George, on planning, 264
pay, variable, 70
pay-for-performance, 121–123, 221, see also compensation
Penn, Mark, on individual choice, 66
people metrics reports, 36 People Report, 57, 60, 63
PeopleSoft/Oracle, 169
performance, 5, 20, 58, 73, 76
performance goals, 23
performance management, 200–205
and capability planning, 121–130
and compensation, 130
competency management systems in, 125
as core process, 202
data, 127
decision making in, 204–205
and economy, 201–202
and goal management systems, 124
of groups, 122
human capital processes in, 202–204
indicators in, 18–19
individuals vs. aggregates in, 123
at Ingram Content Group, 220–221
initiatives in, 122
pay-for-performance in, 121–123
quantitatively-driven, 129–130
reviews in, 125–127
and scorecards, 29
strategic applications of, 127–129
at UnitedHealth Group, 267
performance metrics
in economic downturns, 167–168
implementation of, 166–167
traditional accounting vs., 155–158
types of, 158–165
performance reviews, 125–127, 129
personal growth programs, 92, see also development
personal-identity scanning technology, 281
Peruzzi, Nico, 192
Pfeffer, Jeffrey, 18
Phillips, Patti, on future of human capital analytics, 292–293
planning, 6, see also specific types of planning
plausibility, 105
Player, Gary, on luck, 5–6
political factors, 274
Pomi, Rugenia, on future of human capital analytics, 294–295
predictability, 52
prediction
and analytics, 14–16
of employee turnover, 138–140
as HCM:21 phase, 7
knowledge as basis of, 15
and past data, 21–22
probability in, 15
predictive analytics, 3–7, 10, 192–200
advantages of, 274–275
and competition, 275
data integration in, 276–277
decision trees in, 198
dependence techniques in, 195–197
at Descon Engineering Limited, 249–250
for employee matching, 63
in HCM:21, 16
in health-care industry, 265–270
human capital data in, 168–171
interdependence techniques in, 194–196
operationalization in, 199–200
in process analysis, 168–173
and talent management, 176, 267–269
as third-generation metrics, 185–191
at UnitedHealth Group, 266–270
and world changes, 273–274
predictive capability, 6
predictive cognition, 289–290
Predictive Initiative, xiii, 14, 301
predictive management, xiii, 5, see also HCM:21
predictive measurement, 327–329
predictive metrics, 30–32
predictive model (hucametrics), 109
predictors, 195–196
prescriptive analytics, 13
present stage (HCM), 22–24
Presson Enerflex, 246
principles, company, 79–81
probability, 5, 13, 15, 22, 54
problem solving, 82
procedure manuals, 19
process analysis, 141–181
for employee turnover, 149–151
integration of services in, 151–152
long-term view of, 147–148
for nonstaffing functions, 148–149
and performance metrics, 153–168
predictive analytics in, 168–173
for recruitment programs, 171–174
and ROI, 154–158
for staffing functions, 143–147, 319
and workforce analytics, 174–181
process optimization, 51, 317–323
process quality, xii
producing phase (HCM:21), 6
productivity
assessment of, 159
gains in, 201
indicators of, 19
at Ingram Content Group, 219, 223
levels of, 18
and recruitment, 30
professional/managerial ratio, 31
project managers, 260
promotions, 32, 162–164, 225, see also career opportunities
Psychological Review,18
punch clocks, 176–178
qualitative data, 183
qualitative research, 208
quality, product, 50
quality-of-hire metric, 161–162
quality-of-promotion metric, 162–164
quality-of-separation metric, 164–165
quantitative research, 208
readiness ratio, 31
rearview-mirror vision, 21–22
recording (analytics), 9
record keeping, 148
recruitment, 81–82
as core process, 202
at Descon Engineering Limited, 251
factors in, 144
in India, 267
and labor market conditions, 57
and metrics, 208
process analysis for, 171–174
and productivity, 30
in total-rewards models, 72–78
in transportation industry, 169–174
at UnitedHealth Group, 268
reengineering, 143
referrals, 68
regulatory issues, 75
relationships
among organizational activities, 16
boss-collaborator, 24
charting patterns of, 286
direct causal, 30
exchange, 75
of variables, 193–195
reliability, 278
replacement costs, 167
reporting, 35
Research Economic Services case study, 259–264
result-field model, 24–25
retention, see employee retention retirement, 76
retraining programs, 221
return on investment (ROI)
future use of, 292
and hucametrics, 109
and human capital, 14, 120, 191, 201
at Ingram Content Group, 221–223
of inventory control systems, 156–157
in performance metrics, 154–158, 166–167
in predictive analytics, 13
and process analysis, 154–158
from turnover reduction, 164–165, 220
and workforce segmentation, 12
rewards, 221
risk
assessment of, 53–56, 168, 191
and decision making, 14
playbooks as defense against, 55
probability of, 54
in workforce management, 33
ROI, see return on investment
rotation policy, 257
Rummler, Geary A., 285
safety, 58
Saint Francis Medical Center, 283
salaries, see compensation sales, 63
Santayana, George, on the past, 52
Saratoga Institute, xii, 86, 153, 220
Sartain, Libby, on future of human capital analytics, 299
satisfaction, 23–24
and capability planning, 94
and disruptive technologies, 50–51
external, 48–49
as HCM:21 phase, 6
internal, 47–49
in predictive management, 48
value of, 51–52
Scarborough, David, 281–283
Scarlett Surveys, 115
scenario planning
building scenarios in, 98–100
in capability planning, 94–107
limitations of, 106
management of, 107
strategic vs., 94–97
strengths of, 105–106
scheduling, 233
scorecards, 27, 29, 30, 33–34, 213–214, 284, 285
scrap learning, 203
second-generation metrics, 184–185
segmentation, skills, 12, 89–90
self-actualization, 58
self-centeredness, 19
self-esteem, 58
senior executives, 30
separation data, 168
separation rate, 32
service integration, 151–152
Sextante Brasil, 78–79
shrinkage, 288
SHRM, see Society for Human Resource Management
site selection, 224–239
analytical process for, 228
capabilities needed for, 226, 228
impact of competition on, 230, 231
impact of local economies on, 230
outcome of analytical process for, 237–239
steps in, 231–237
talent as factor in, 229–231
Skandia’s Value Scheme, 27
skills segmentation, 12, 89–90
SMART goals, 160–161, 328, 329
social networks, 286
social responsibility, 83
Society for Human Resource Management (SHRM), xi
and benchmarking, 184
and chief human resources officers, 96, 98
and employee engagement, 116
and standardization of metrics, 153
Sony, 3
source analysis, 145–146
SPSS, 274
stability, 53
staffing
in HCM, 88
inputs for, 317
process analysis for, 142–147, 319, 320
services for, 55
and turnover, 220
see also recruitment
Starbucks, 78
statistical analysis, 6, 52–53, 180, 209
strategic-level metrics, 188–189
strategic partners, 25
strategic planning, 82, 94–97, 104–105, 293
Strategic Scanner templates, 304–315
strategic scanning, 48–52, 302–315
strategic talent groups, 36
strategy maps, 27
subconcepts, 211
SuccessFactors Research, 123
succession planning
at Descon Engineering Limited, 247, 250, 255–257
design of, 92
effectiveness in, 92
for executives, 90
foundation for, 56
principles of, 317
responsibility in, 92
in workforce planning, 90–93
Sundance Distribution Center, 153–168
employee ROI at, 157–158
inventory control system of, 156–157
leadership at, 167
operations of, 154
performance metrics at, 159–165
supervisors, see managers
supply and demand, 230
surveys, 287–288
survival, 58
sustainability, 24
Sutton, Robert I., 18
Swatch, 3
synchronization (integrated delivery), 151
as core process, 202
at Enterprise Rent-a-Car, 229–230
as factor in site selection, 229–231
global supply of, 98
management of, 55, 176, 267–269
pools of, 33
retention of, see employee retention
in scorecards, 29
talent demand indexes, 230
Taleo, 268
targets, 36, see also goals
target variables, 198
Taylor, Andrew, 225
Taylor, Jack, on profits, 225
technical skills, 90
technology
for attraction of employees, 63
efficiency with, 301
future developments in, 274
for hucametrics, 108
and information systems, 82
investments in, 280
just-in-time inventory control, 51
for selection of employees, 281–282
time clock, 174–178
for workforce analytics, 180
for workforce management, 175–178
see also disruptive technology(-ies)
temporary employees, 135
terrorism, 274
TFP, see time to full productivity
Thomas, Robert, 286
throughputs, 136, 142, 144, 145, 171, 173
time-box approach, 103
time clock technology, 174–178
time measurements, 21
time to full productivity (TFP), 159, 166–167
total compensation, 71
total-rewards models, 69–78
application of, 77–78
for employee attraction, 72–78
for employee motivation, 72–78
for employee retention, 72–78
future directions in, 78
historical context of, 70–72
2000 model, 72–75
2006 model, 75–76
tracking, 108
training, 43–44
for analytic methods, 281
at Descon Engineering Limited, 249–253
evaluation model for, 148
in human capital measurement, 36
investment in, 201
and prescriptive analytics, 13
process analysis for, 319
rating of, 32
and retraining, 221
training investment factor, 32
transparency, 129
transportation industry, 168–174
trends, 95
triggering event (employee departure), 134
turnover
and capability planning, 130–140
controllable vs. uncontrollable, 150
decrease in ROI from, 165
departure phases in, 133–136
disengagement-to-departure process in, 131–136
drivers of, 65
and employee engagement, 130–131
at Ingram Content Group, 218–221
process analysis for, 149–151, 319, 322–323
retention vs., 130
see also departure, employee
Two-Factor studies, 113
UHG, see UnitedHealth Group
Ulrich, David, on future of human capital analytics, 278
unemployment rate, 237
UnitedHealth Group (UHG), 266–270
U.S. Army, 57–58
U.S. Congress, 259
U.S. Marine Corps, 58
value chain (HCM), 22–25
value proposition, 102
variable pay, 70
volatility, 53
voluntary turnover index, 24
Ware, James P., 90
Washington, Booker T., on measuring success, 273
Web-based technology, 284, 290
Wehrenberg, Stephen, on future of human capital analytics, 278–279
Wells Fargo Bank, 151
Wheeler, D., 207
white space, 285–286
Wilde, Kevin, on future of human capital analytics, 280
WIRs (workforce intelligence reports), 8–9, 249
work experience, 71–72
workforce analytics, 174–181
future directions in, 180
for overtime and absenteeism problems, 178–180
for punch clock abuses, 176–178
workforce capability, 27
Workforce Intelligence Reports (WIRs), 8–9, 249
workforce management
aggregates in, 128
data collection for, 174–175
evolution of, 175
human capital measures for, 36
integration of business systems with, 179
portfolio approach to, 33
workforce planning, 6, 55, 56, 85–94
capability planning vs., 88–90
for competitive advantage, 93–94
function of, 302–303
HCM:21
for, 86–93
skills segmentation in, 89–90
in strategic planning, 293
for succession, 90–93 see also capability planning
workforce segmentation, 12, 89–90
work-time data, 175