The average FORTUNE 500 firm spends more than $3 billion, in any given year, through compensation, benefits, and other perquisites, on "human capital." Most organizations treat people-related costs as expenses, rather than strategic investments.
When it comes to making decisions about people issues and programs, intuition isn't enough. In order to make superior business decisions, management needs data-based insights beyond head counts, turnover, and cost-per-hire. Human Capital Analytics can measure the immeasurable through:
-A proven quantifiable link to value creation, allowing people-related decisions to be evaluated and prioritized with the same financial rigor as traditional capital planning methods
-Alignment with the organization's growth objectives, enabling greater certainty of future cash flows - the lynchpin for building long-term value
-Predictive leading indicators of future business results
-Standardized metrics, for comparability across functions, business units, and even other companies
The era of making people-related decisions in the dark is over. These tracks within the Talent Metrics and Analytics topic examine the strategic impact that human capital data can have on human capital decisions.