Accenture_HCDF埃森哲人力資本框架

1、Accenture Human Capital Development Framework Developed by the Accenture Human Performance Service Line &Accenture Institute for High Performance BusinessProject OverviewWorkforce and HR Performance are a top Executive PrioritySource: The Accenture High-Performance Workforce Study 2004Yet few execut

2、ives are highly satisfied with their progress on these initiativesHigh Performance businesses are characterized by leading edge human capital capabilities.Human Capital EfficiencyWorkforce AdaptabilityWorkforce PerformanceTalent ManagementAbility to ChangeEmployee EngagementLeadership CapabilityHigh

3、 PerformanceFrameworkHighPerformanceAnatomyMarketFocusDistinctiveCapabilitiesHuman CapitalCapabilities* Tier 3 of Accentures Human Capital Development FrameworkProductivityQualityInnovationCustomersKey Performance DriversBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentP

4、erformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee Engagem

5、entWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)Total

6、 Return to ShareholdersFuture ValueIllustrative Business MeasuresThe Accenture Human Capital Development Framework is a tool to measure how well companies master these critical Human Capital CapabilitiesThe Framework produces a Scorecard indicating performance on all elements of the framework along

7、with a detailed assessment of the results.RewardsandRecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureChange ManagementWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeHuman Capital EfficiencyProductivi

8、tyQualityInnovationCustomersKey Performance DriversBusiness ResultsLeadershipCapabilityHuman Capital CapabilitiesTier 1Tier 2Tier 3Human Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignTier 4Talent Management

9、Revenue GrowthROIC or ROE (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

10、 benchmarksInitial implementations of the Framework reveal that financially successful organizations have more mature human capital processesAnalysis of initial implementations of the framework have also answered important questions on the minds of executives today What are the key activities that l

11、ead to a more engaged workforce? (see Outlook article, Harnessing the Power of an Engaged Workforce, February, 2005)Are my assumptions about effectively managing and developing human capital correct? What are the surprising findings that go against common wisdom? What processes most impact critical

12、human capital capabilities like workforce performance, workforce adaptability, and leadership?(see forthcoming Accenture white paper, The Accenture Human Capital Development Framework: Assessing, Measuring and Guiding Investments in Human Capital for High Performance) 4. Where can I invest in people

13、 to get maximum value for my dollar?(see Outlook article, Making the Right Investments in People, 2004) AppendixThe Accenture Human Capital Development FrameworkWhat:A diagnostic tool, that measures how well a company masters its human performance capability, and links the maturity of the organizati

14、ons human capital processes to business and financial outcomes.Why:Enables organizations to set strategy, validate human capital investments and redirect investments for greater business impact.How:Uses web-based surveys, executive interviews, and financial and HR data worksheets to collect perceptu

15、al and factual data. Who:For use by any organization that wants to use a comprehensive, repeatable, metrics-based approach for managing their human capital programs and investmentsAccenture Human Capital Development FrameworkSurvey HouseHR BoutiqueHR ScorecardsThe Accenture Human Capital Development

16、 Framework is much more comprehensive in scope than other frameworks.InnovationCustomersKey Performance DriversRevenue GrowthTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementKey Performance DriversRevenue GrowthROICTRSBusiness ResultsHuma

17、n Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Ca

18、pital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capita

19、l ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital Pr

20、ocessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4InnovationCustomersKey Performance DriversRevenue GrowthTRSBusiness ResultsHuman Capital Pro

21、cessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementKey Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital

22、 StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman C

23、apital CapabilitiesTier 1Tier 2Tier 3Tier 4Other diagnostic approaches do not track 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 effe

24、ct, or between intermediate business results (tier 2) and current and future-oriented 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 acc

25、urate assessments based on input from employees, HR executives, business leaders, internal 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

26、 and easy to implement 12 question survey administered to employees only. Questions 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

27、shown a correlation (not causality) between high levels of engagement and some intermediate and financial business results. 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 Inde

28、xHR Scorecard/Huselid Links some human capital 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 effective

29、ness of HR programs by collecting data from HR 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 causalit

30、y) between HC practices and financial results. 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.

31、 Over time, if both HC processes and business 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 a

32、nd financial results. 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 surv

33、eyProvide 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 respo

34、nsibilities (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

35、 the organizations strategy . ExecutivesIdentify 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 InvestmentsEstablish a baseline for measurement that makes it possible to track financial impacts over timeIdentify causality between the tiers, not just correlationDevelop