Catalogue


The new HR analytics : predicting the economic value of your company's human capital investments /
Jac Fitz-enz.
imprint
New York : AMACOM, c2010.
description
xxv, 342 p. ; 24 cm.
ISBN
0814416438 (hbk.), 9780814416433 (hbk.)
format(s)
Book
Holdings
More Details
imprint
New York : AMACOM, c2010.
isbn
0814416438 (hbk.)
9780814416433 (hbk.)
general note
Includes index.
catalogue key
7161371
A Look Inside
Excerpts
Flap Copy
With his landmark book The ROI of Human Capital , Jac Fitz-enz delivered a powerful methodology for pinpointing the bottom-line contributions of employees. The book helped transform human resources, turning a field considered soft and vulnerable into a business-focused operation that delivered quantifiable results. Now Fitz-enz uncovers the most exciting and promising development in HR today: actually predicting the monetary value of future human capital investments through analytics. This is a new and vastly improved way of mapping out organizational needs, particularly in the wake of layoffs and economic turmoil, as organizations recover and rebuild for the future. The New HR Analytics supplies the principles, practices, and worksheets you need to thoroughly grasp and apply HCM:21, the author's four-phase predictive management model. Original research conducted by 30 HR practitioners and global thought leaders details their experiences translating human capital analytics into action. The book: Makes a passionate case for why HR needs to embrace analytics to keep pace with how the shifting market and internal factors affect human capital management Promotes a new workplace planning model focused on generating human capability through employee engagement and paying for performance Explains how to turn HR service delivery into a value-generating process by analyzing staffing, development, and turnover through the lens of a cost-effective input-throughput-output model Provides an in-depth approach to performance measurement and reportingone that links strategic, operational, and leading indicators to apply metrics and analytics in a more meaningful way The book's numerous real-world examples show you exactly how the predictive management model has been put to work, including how: Ingram Book Group used analytics to combat an ongoing turnover and productivity problem Enterprise partnered with Monster to use market and demographic information for selecting a call-center site UnitedHealth Group drew on analytics and technology to solve its staffing and retention problems Analytics, explains Fitz-enz, is not just a set of statistical tools. It is a mental framework, a quantum leap in human capital management. It is the logic framework that gathers, organizes, and interprets datato deliver the knowledge your organization needs to grow and thrive. Jac Fitz-enz is acknowledged worldwide as the father of human capital strategic analysis and measurement. As founder of Saratoga Institute, he developed the first international HR benchmarks. He was named by HR World as one of the Top 5 HR Management Gurus and cited by HR Magazine as one who has significantly changed the field. He has authored a dozen books, including the award-winning The ROI of Human Capital , and his column "Leading Edge" appears monthly in Talent Management . He can be reached at source@netgate.net.
Flap Copy
With his landmark book The ROI of Human Capital, Jac Fitz-enz delivered a powerful methodology for pinpointing the bottom-line contributions of employees. The book helped transform human resources, turning a field considered soft and vulnerable into a business-focused operation that delivered quantifiable results. Now Fitz-enz uncovers the most exciting and promising development in HR today: actually predicting the monetary value of future human capital investments through analytics. This is a new and vastly improved way of mapping out organizational needs, particularly in the wake of layoffs and economic turmoil, as organizations recover and rebuild for the future. The New HR Analyticssupplies the principles, practices, and worksheets you need to thoroughly grasp and apply HCM:21, the author's four-phase predictive management model. Original research conducted by 30 HR practitioners and global thought leaders details their experiences translating human capital analytics into action. The book: Makes a passionate case for why HR needs to embrace analytics to keep pace with how the shifting market and internal factors affect human capital management Promotes a new workplace planning model focused on generating human capability through employee engagement and paying for performance Explains how to turn HR service delivery into a value-generating process by analyzing staffing, development, and turnover through the lens of a cost-effective input-throughput-output model Provides an in-depth approach to performance measurement and reportingone that links strategic, operational, and leading indicators to apply metrics and analytics in a more meaningful way The book's numerous real-world examples show you exactly how the predictive management model has been put to work, including how: Ingram Book Group used analytics to combat an ongoing turnover and productivity problem Enterprise partnered with Monster to use market and demographic information for selecting a call-center site UnitedHealth Group drew on analytics and technology to solve its staffing and retention problems Analytics, explains Fitz-enz, is not just a set of statistical tools. It is a mental framework, a quantum leap in human capital management. It is the logic framework that gathers, organizes, and interprets datato deliver the knowledge your organization needs to grow and thrive. Jac Fitz-enzis acknowledged worldwide as the father of human capital strategic analysis and measurement. As founder of Saratoga Institute, he developed the first international HR benchmarks. He was named by HR Worldas one of the Top 5 HR Management Gurus and cited by HR Magazineas one who has significantly changed the field. He has authored a dozen books, including the award-winning The ROI of Human Capital, and his column "Leading Edge" appears monthly in Talent Management. He can be reached at source@netgate.net.
First Chapter

PREFACE

This book was twenty-five years in the writing. It started in 1984, with the

publication of my How to Measure Human Resources Management; it was

augmented with Human Value Management six years later; and then the

concept was updated ten years ago in The ROI of Human Capital. Those

books chronicle the development of metrics in human resources from its

inception in the 1970s to today. They have passed the test of time with

second and third editions, and two were honored with Book of the Year

Awards from the Society for Human Resource Management.

Now, The New HR Analytics is both the product of these endeavors

and the look into the future. Although this book talks to human resources

managers, it deals with the broader issue of human capital management

processes. Hence, it is as applicable to the work of line managers as to

that of the human resources department. Anyone who manages people

can find value in the model we present here and the case studies that are

offered in support of that model.

HR as an Expense

Having come into HR in 1969 from ten years in line jobs, I could not

understand why any company would create a function that was only an

expense. But then, too, at that time line management itself was not so

sophisticated. Management models of the day were a patchwork quilt of

fads that came and went, sometimes to reappear later. Others flashed

across the sky like a meteor and burned out when they hit the atmosphere

of managerial impatience. During that period, HR was simply a place

where you put people ‘‘who couldn’t do any harm,’’ as a manager in my

company said at the time.

I quickly discovered the problem behind the perception. It had two

parts. One part was that HR people actually believed and accepted the

idea that they were an expense center and nothing more. To be sure, there

were a few who fought that perception, but they were overwhelmed by

the accounting-driven belief system of the time. The second part of the

problem was that HR didn’t know, and never talked about, the value they

were generating because they couldn’t—they had no language for it. All

their terms were qualitative, subjective, and equivocal. Anecdotes were

their only way of responding when management asked for evidence of

the value added by HR’s services.

‘‘How is employee morale?’’

‘‘It’s good!’’

‘‘How good?’’

‘‘Very good.’’

Could you run any other function with such performance indicators?

It is enough to make one despair.

The Introduction of Metrics

The solution was obvious. We in HR needed to learn to speak in quantitative,

objective terms, using numbers to express our activity and value

added. Business uses numbers to explain itself. Sales, operating expenses,

time cycles, and production volumes are principal indices that express

business activity. In the 1970s, productivity was the key issue. In the

1980s, the quality movement emphasized process quality as a competitive

advantage. Both relied on numbers to express degrees of change.

At the time, I asked the HR director of a major corporation if he

was involved in these initiatives. He answered that they were not human

resources management issues. Here were the major initiatives of the day,

and he could not see what they had to do with people. Is it any wonder

that people write about nuking the HR function?

During the 1970s, we in HR began to experiment with simple cost,

time, and quantity metrics to show that HR was at least managing

expense and generating something of value. In the beginning it was

largely a defensive maneuver. But by the 1980s, we were able to show

that we were indeed adding measureable value. In 1984, I wrote the first

book mentioned earlier. In 1985, at my consulting company, the Saratoga

Institute, we published the first national benchmarks, and this led to publi-

cation of Human Value Management, which was a marketing model

applied to the HR function. By 2000, we had advanced the methodology

to a point where we were talking about return on investment. Basically,

we shifted the paradigm from that of running the HR department to that

of managing human capital in the organization. At that point we were

still using primarily standard arithmetic functions. Later in the decade

we began to apply simple statistical tools, and this opened up the era of

human capital analytics—which brings us to today.

The Era of Analytics

We are on the threshold of the most exciting and promising phase of the

evolution of human resources and human capital management. We’ve

gone from the horse and buggy to the automobile to the airplane. Now

it’s time to mount the rocket and head for the stratosphere.

Like arithmetic, statistics are bias free and are applicable over a vast

range of opportunities. They can be used in studies of single, localized

problems or for supporting organization-wide makeovers. The secret

sauce of statistics is just like the source code of computer programs—a

buried logic that can go step-by-step or leap ahead, using macros to speed

to the solution.

Today, we shift our attention to predictability. This book is about

predictive management. We think of it as ‘‘managing today, tomorrow.’’

Predictive management, or HCM:21, is the outcome of our eighteen-

month study called the Predictive Initiative. It is the first holistic, predictive

management model and operating system for the human resources

function. We launched it in the last quarter of 2008 and it has been suc-

cessfully applied in industry and government, in the United States and

overseas.

HCM:21 is a four-phase process that starts with scanning the marketplace

and ends with an integrated measurement system. In the middle, it

addresses workforce and succession planning in a new way and shows

how to optimize and synchronize the delivery of HR services. It is

detailed in the chapters that follow.

Full Text Reviews
Appeared in Choice on 2010-12-01:
Fitz-enz is a globally renowned author of numerous books on the topic of human resource management (e.g., The ROI of Human Capital, CH, Oct'00, 38-1029), and this new contribution to the literature further develops the concept of human capital measurement and how organizations can quantify the bottom-line output of their employees. Featuring original research and real-world examples from 30 HR practitioners who implemented HR analytics into their businesses, this book is a leading-edge addition to the field. The book's 12 chapters are divided into four parts. Part 1 introduces readers to predictive HR analytics, while part 2 presents Fitz-enz's HCM:21 (human capital management for the 21st century) model. In part 3, the author provides a series of case studies illustrating the HCM:21 model in practice. The final part offers a look at possible future applications of the model. An appendix contains a series of sample worksheets, which readers can utilize to apply the HCM:21 concepts to their particular situations. Targeted primarily at experienced HR leaders, this book will serve as an excellent framework for organizations seeking to enhance the return on their investment in human capital. Summing Up: Highly recommended. Graduate, research, and professional collections. T. Gutteridge University of Toledo
Reviews
Review Quotes
"...book is a leading-edge addition to the field...will serve as an excellent framework for organizations seeking to enhance the return on their investment in human capital." -- Choice
"...book is a leading-edge addition to the field...will serve as an excellent framework for organizations seeking to enhance the return on their investment in human capital." --Choice magazine
"...highly recommend the seminal book...to anyone seeking a serious and workable predictive analysis system...destined to become a classic in the field of HR analytics." --Blog Business World
"...highly recommend the seminal book...to anyone seeking a serious and workable predictive analysis system...destined to become a classic in the field of HR analytics.&" --Blog Business World
"This latest book from a reigning legend in the field of human capital offers a new model for measuring the success of investment in people." --T+D magazine
"This latest book from a reigning legend in the field of human capital offers a new model for measuring the success of investment in people." T & D magazine
This item was reviewed in:
Choice, December 2010
To find out how to look for other reviews, please see our guides to finding book reviews in the Sciences or Social Sciences and Humanities.
Summaries
Back Cover Copy
ADVANCE PRAISE FOR THE NEW HRANALYTICS "Dr. Jac Fitz-enz . . . has now defined and shaped predictive analytics that define more clearly how today's metrics can predict and lead to tomorrow's successes." Dave Ulrich, Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group "In The New HR Analytics Jac Fitz-enz extends his decades of leadership in human capital measurement. It is a call to action that should inspire leaders to rethink their assumptions and improve their decisions." John Boudreau, Professor, Management & Organization, and Research Director, Center for Effective Organizations, University of Southern California ". . . a comprehensive Human Capital Management framework and a very practical set of action-oriented recommendations that together enable you to leverage the one thing that makes your organization truly unique: your human talent." James P. Ware, Executive Producer, Work Design Collaborative LLC "Predictive analytics is what we've been waiting for because it's the next level of understanding in Dr. Jac's long and evolving journey to empower us with the core tools, terminology, and logic to make a difference." Ed Kleinert, Administrator, HR Information Technology, Memorial Sloan-Kettering Cancer Center "Dr. Jac Fitz-enz continues to provide the thought leadership businesses need now more than ever when it comes to human capital management." Shyam Patel, COO, People Report " The New HR Analytics is the breakthrough people management playbook. . . . The HCM:21 model introduces leading-edge predictive techniques that maximize return on human capital investments while energizing and engaging employees." Ken Scarlett, President, Scarlett Surveys International "Once again, Dr. Jac has led the way with critical research that enables organizations to create sustainable value through people." Kent Barnett, CEO, KnowledgeAdvisors "Jac Fitz-enz . . . is a powerful lighthouse who enlightens the long way from the old human resources department to the new human capital strategic partner. . . . an important milestone in human capital history." Luis Maria Cravino, Cofounder and Codirector, AO Consulting S.A., Buenos Aires
Back Cover Copy
ADVANCE PRAISE FOR THE NEW HRANALYTICS "Dr. Jac Fitz-enz . . . has now defined and shaped predictive analytics that define more clearly how today's metrics can predict and lead to tomorrow's successes." Dave Ulrich, Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group "In The New HR AnalyticsJac Fitz-enz extends his decades of leadership in human capital measurement. It is a call to action that should inspire leaders to rethink their assumptions and improve their decisions." John Boudreau, Professor, Management & Organization, and Research Director, Center for Effective Organizations, University of Southern California ". . . a comprehensive Human Capital Management framework and a very practical set of action-oriented recommendations that together enable you to leverage the one thing that makes your organization truly unique: your human talent." James P. Ware, Executive Producer, Work Design Collaborative LLC "Predictive analytics is what we've been waiting for because it's the next level of understanding in Dr. Jac's long and evolving journey to empower us with the core tools, terminology, and logic to make a difference." Ed Kleinert, Administrator, HR Information Technology, Memorial Sloan-Kettering Cancer Center "Dr. Jac Fitz-enz continues to provide the thought leadership businesses need now more than ever when it comes to human capital management." Shyam Patel, COO, People Report "The New HR Analyticsis the breakthrough people management playbook. . . . The HCM:21 model introduces leading-edge predictive techniques that maximize return on human capital investments while energizing and engaging employees." Ken Scarlett, President, Scarlett Surveys International "Once again, Dr. Jac has led the way with critical research that enables organizations to create sustainable value through people." Kent Barnett, CEO, KnowledgeAdvisors "Jac Fitz-enz . . . is a powerful lighthouse who enlightens the long way from the old human resources department to the new human capital strategic partner. . . . an important milestone in human capital history." Luis Maria Cravino, Cofounder and Codirector, AO Consulting S.A., Buenos Aires
Bowker Data Service Summary
Using Fitz-enz's proprietary analytic model, readers learn how to measure & evaluate past & current returns, by combining those results with focused business intelligence & applying the exclusive analytical tools in the book. Brimming with real world examples and input from thirty top HR practitioners & thought leaders.
Description for Bookstore
In his landmark bookThe ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line.The New HR Analyticsis another such quantum leap, reveal ing how to predict the value of future human capital investments.Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book.Brimming with real world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Description for Bookstore
In his landmark book The ROI of Human Capital , Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analytics is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance Build an agile workforce through flexible Capability Planning Determine how the organization can stimulate and reward behaviors that matter Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth Recognize risks and formulate responses that avoid surprises Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Description for Bookstore
In his landmark book The ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analyticsis another such quantum leap, reveal ing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain perfor mance Build an agile workforce through flexible Capability Planning Determine how the organization can stimulate and reward behaviors that matter Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth Recognize risks and formu late responses that avoid surprises Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human cap ital management.
Main Description
"highly recommend the seminal book to anyone seeking a serious and workable predictive analysis system destined to become a classic in the field of HR analytics." -Blog Business World In his landmark book The ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analytics is another such quantum leap, reveal ing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance * Build an agile workforce through flexible Capability Planning * Determine how the organization can stimulate and reward behaviors that matter * Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth * Recognize risks and formulate responses that avoid surprises * Support decision making by predicting the actions that will yield the best returns. Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capi tal management.
Main Description
In his landmark book The ROI of Human Capital , Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analytics is another such quantum leap, reveal ing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book. Brimming with real world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Main Description
In his landmark book 'The ROI of Human Capital', Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. 'The New HR Analytics' is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance - Build an agile workforce through flexible Capability Planning - Determine how the organization can stimulate and reward behaviors thatmatter - Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth - Recognize risks and formulate responses that avoid surprises - Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Main Description
In his landmark book The ROI of Human Capital , Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analytics is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance * Build an agile workforce through flexible Capability Planning * Determine how the organization can stimulate and reward behaviors thatmatter * Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth * Recognize risks and formulate responses that avoid surprises * Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Main Description
In his landmark book The ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. The New HR Analytics is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance * Build an agile workforce through flexible Capability Planning * Determine how the organization can stimulate and reward behaviors thatmatter * Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth * Recognize risks and formulate responses that avoid surprises * Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.
Table of Contents
Prefacep. xi
Contributorsp. xvii
Introduction to Predictive Analyticsp. 1
Disruptive Technology: The Power to Predictp. 3
Toward Analytics and Predictionp. 8
Why Analytics is Importantp. 17
Measuring what is Important
Strategic Human Capital Measures: Using Leading HCM to Implement Strategy
From Business Analytics to Rational Action
The HCM:21“ Modelp. 45
Scan the Market, Manage the Riskp. 47
How to Improve HR Processesp. 56
The Intersection of People and Profits: The Employee Value Proposition
More than Compensation: Attracting, Motivating, and Retaining Employees, Now and in the Future
"Best in Brazil": Human Capital and Business Management for Sustainability
The New Face of Workforce Planningp. 85
How to Put Capability Planning into Practice
Scenario Planning: Preparing for Uncertainty
Quality Employee Engagement Measurement: The CEO's Essential Hucametric to Manage the Future
Truly Paying for Performance
The Slippery Staircase: Recognizing the Telltale Signs of Employee Disengagement and Turnover
Collapsing the Silosp. 141
How they are Applying itp. 153
Roberta Versus the Inventory Control System: A Case Study in Human Capital Return on Investment
The Treasure Trove you already Own
Waking the Sleeping Giant in Workforce Intelligence
Turning Data into Business Intelligencep. 182
How to Interpret the Datap. 192
Predictive Analytics for Human Capital Management
Using Human Capital Data for Performance Management During Economic Uncertainty
Using HR Metrics to Make a Difference
The Model in Practicep. 215
Impacting Productivity and the Bottom Line: Ingram Content Group
Leveraging Human Capital Analytics for Site Selection: Monster and Enterprise Rent-A-Carp. 224
Predictive Management at Descon Engineeringp. 240
Working a Mission-Critical Problem in a Federal Agencyp. 259
UnitedHealth Group Leverages Predictive Analytics for Enhanced Staffing and Retentionp. 265
Looking Forwardp. 271
Look What's Coming Tomorrowp. 273
Views of the Future: Human Capital Analyticsp. 276
Appendix: The HCM:21“ Model: Summary and Samplesp. 301
Indexp. 332
About the Authorp. 342
Table of Contents provided by Ingram. All Rights Reserved.

This information is provided by a service that aggregates data from review sources and other sources that are often consulted by libraries, and readers. The University does not edit this information and merely includes it as a convenience for users. It does not warrant that reviews are accurate. As with any review users should approach reviews critically and where deemed necessary should consult multiple review sources. Any concerns or questions about particular reviews should be directed to the reviewer and/or publisher.

  link to old catalogue

Report a problem