Accenture_HCDF埃森哲人力资本框架.pptx

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1、Accenture Human Capital Development Framework Developed by the Accenture Human Performance Service Line &Accenture Institute for High Performance BusinessProject Overview 2004 Accenture. All rights reserved.Workforce and HR Performance are a top Executive PrioritySource: The Accenture High-Performan

2、ce Workforce Study 2004Yet few executives are highly satisfied with their progress on these initiatives2 2004 Accenture. All rights reserved.High Performance businesses are characterized by leading edge human capital capabilities.Human Capital EfficiencyWorkforce AdaptabilityWorkforce PerformanceTal

3、ent ManagementAbility to ChangeEmployee EngagementLeadership CapabilityHigh PerformanceFrameworkHighPerformanceAnatomyMarketFocusDistinctiveCapabilitiesHuman CapitalCapabilities* Tier 3 of Accentures Human Capital Development Framework3 2004 Accenture. All rights reserved.ProductivityQualityInnovati

4、onCustomersKey Performance DriversBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHu

5、man Capital InfrastructureHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalen

6、t ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)Total Return to ShareholdersFuture ValueIllustrative Business MeasuresThe Accenture Human Capital Development Framework is a tool to measure how well companies master these critical Human Capi

7、tal Capabilities4 2004 Accenture. All rights reserved.The Framework produces a Scorecard indicating performance on all elements of the framework along with a detailed assessment of the results.RewardsandRecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman C

8、apital InfrastructureChange ManagementWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeHuman Capital EfficiencyProductivityQualityInnovationCustomersKey Performance DriversBusiness ResultsLeadershipCapabilityHuman Capital CapabilitiesTier 1Tier 2Tier 3Human Capital Proc

9、essesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignTier 4Talent ManagementRevenue GrowthROIC or ROE (FS only)TRSFuture ValueIllustrative Business Measures3.43.22.83.33.23.73.83.23.23.63.03.83.33.53.03.23.23.42.93.23.13.93.7

10、3.02.7Human Capital EfficiencyTop QuartileBottom QuartileNote: Numbers represent survey responses (means). Color codes indicate performance compared to benchmarks5 2004 Accenture. All rights reserved.Initial implementations of the Framework reveal that financially successful organizations have more

11、mature human capital processes6 2004 Accenture. All rights reserved.Analysis of initial implementations of the framework have also answered important questions on the minds of executives today 1. What are the key activities that lead to a more engaged workforce? (see Outlook article, Harnessing the

12、Power of an Engaged Workforce, February, 2005)2. Are my assumptions about effectively managing and developing human capital correct? What are the surprising findings that go against common wisdom? 3. What processes most impact critical human capital capabilities like workforce performance, workforce

13、 adaptability, and leadership?4.(see forthcoming Accenture white paper, The Accenture Human Capital Development Framework: Assessing, Measuring and Guiding Investments in Human Capital for High Performance) 5. 4. Where can I invest in people to get maximum value for my dollar?6.(see Outlook article,

14、 Making the Right Investments in People, 2004) 7 2004 Accenture. All rights reserved.Appendix 2004 Accenture. All rights reserved.The Accenture Human Capital Development FrameworkWhat:A diagnostic tool, that measures how well a company masters its human performance capability, and links the maturity

15、 of the organizations 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 t

16、o collect perceptual 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 investments9 2004 Accenture. All rights reserved.Accenture Human Capital Development FrameworkSurvey HouseHR Bout

17、iqueHR ScorecardsThe Accenture Human Capital Development Framework is much more comprehensive in scope than other frameworks.ProductivityQualityInnovationCustomersKey Perfor mance Dr iversBusiness Res ultsHuman Capita l ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession

18、PlanningRecruitingWorkforce PlanningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureHuman Capita l Capa bilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee EngagementWorkforce AdaptabilityAbil

19、ity to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)TRSFuture ValueProductivityQualityInnovationCustomersKey Perfor mance Dr iversBusiness Res ultsHuman Capita l ProcessesCompetency ManagementCareer DevelopmentPerformance Appr

20、aisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman Capital InfrastructureHuman Capita l Capa bilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee EngagementWorkforce

21、AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)TRSFuture ValueInn

22、ovationCustomersKey Performance DriversRevenue GrowthTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementKey Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance Ap

23、praisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance Apprai

24、salRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalR

25、ecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecru

26、itingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4InnovationCustomersKey Performance DriversRevenue GrowthTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee Engagem

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

28、ce DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformance AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 410 2004 Accenture. All rights

29、 reserved.Other diagnostic approaches do not track complete linkages and many do not provide evidence for the relationship to shareholder valueHuman Capital Development FrameworkGallup Q12 Engagement Survey Comprehensive model that distinguishes between cause and effect, or between intermediate busi

30、ness 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 accurate assessments based on inpu

31、t from employees, HR executives, business leaders, internal databases, and external benchmarks Using standard measures across firms, the tool can show which HC processes most impact business results. Assesses one human capital capability only: employee engagement. Simple and easy to implement 12 que

32、stion 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 shown a correlation (not cau

33、sality) between high levels of engagement and some intermediate and financial business results. InnovationCustomersKey Performance DriversROICTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementProductivityQualityInnovationCustomersKey Perfo

34、rmance DriversBusiness ResultsHu ma n C a p i t a l P r o c e s s e sCompetency ManagementCareer DevelopmentPerformance AppraisalSuccession PlanningRecruitingWorkforce PlanningWorkplace DesignRewards and RecognitionEmployee RelationsHuman Capital StrategyLearning ManagementKnowledge ManagementHuman

35、Capital InfrastructureHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Workforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)TRSFuture ValueInnovationCustomersKe

36、y Performance DriversROICTRSBusiness ResultsHuman Capital ProcessesHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Employee EngagementProductivityQualityInnovationCustomersKey Performance DriversBusiness ResultsHu ma n C a p i t a l P r o c e s s e sCompetency ManagementCareer DevelopmentPerforman

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

38、orce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyWorkforce PerformanceEmployee EngagementWorkforce AdaptabilityAbility to ChangeTalent ManagementLeadershipCapabilityHuman Capital EfficiencyChange ManagementRevenue GrowthROIC or ROE (FS only)TRSFuture Val

39、ue11 2004 Accenture. All rights reserved.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 IndexHR Scorecard/Huselid Links some human capital processes directly to financial resu

40、lts. 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 effectiveness of HR programs by collecting data from HR personnel only. This enables some pr

41、escriptive 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 causality) between HC practices and financial results. Does not use standard measures acros

42、s 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. Over time, if both HC processes and business results improve in a single organizat

43、ion, 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 and financial results. Key Performance DriversRevenue GrowthROICTRSFuture ValueBusi

44、ness ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformanc e AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSFuture ValueBusines

45、s ResultsHuman Capital ProcessesCompetency ManagementCareer DevelopmentPerformanc e AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman

46、Capital ProcessesCompetency ManagementCareer DevelopmentPerformanc e AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 4Key Performance DriversRevenue GrowthROICTRSBusiness ResultsHuman Capital Process

47、esCompetency ManagementCareer DevelopmentPerformanc e AppraisalRecruitingWorkforce PlanningRewards and RecognitionEmployee RelationsHuman Capital StrategyHuman Capital CapabilitiesTier 1Tier 2Tier 3Tier 412 2004 Accenture. All rights reserved.Data is collected through web enabled surveys, executive

48、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 surveyProvide employee information for those taking the surveySchedule interviews w

49、ith 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 responsibilities (30%):30 minute web-based surveyCross section of 50 or more employe

50、es30 - 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 the organizations strategy . Executives13 2004 Accenture. All rights reserved.