What tools and skills does HR need to do strategic workforce planning? That was the topic of a session led by Burgette Perkins, Senior HR Business Partner, and Corey Bucher, Workforce Planning Consultant of Kimberly-Clark International.
This article is going to focus on numbers that HR should be putting in front of executives and investors that really do matter to the business models of most companies. Think of it this way, if you are doing something great from a HR perspective that is making your human capital (your company's assets) better in some way - then don't you think your investors care? Don't think of this from a risk perspective (e.g. you could lose investment) but think of it from a positive perspective - it could make your CFO and Company better due to the ability to have a great Human Capital strategy. Because here is the newsflash - the analyst and investor community are already doing it - they are just guessing. One of previous articles explain how most of a company's stock price has nothing to do with book value - it has to do with what the people are doing.
Last year, HCI and research partner Taleo examined the the business impact of an important activity called ‘talent intelligence.’ “As business intelligence captures, extracts and analyzes key data on an organization’s traditional hard assets, talent intelligence centers on key workforce data on its people assets to generate insights that can drive improved decision-making and performance.’