Human Capital Analytics Training

ESG Focused, Outcome Oriented, Strategy Driven

Why Human Capital Analytics and Benchmarks are Important for Enterprise Sustainability?

Businesses operate within a broader society and industry context. They are deeply intertwined with environmental, social, and governance concerns. ESG Risk Management has rapidly gained importance for boards’ nowadays because strong ESG proposition creates tangible value for the enterprise, industry and economy. How ESG is framed within the board, which issues take priority and how they are integrated into the organization’s strategy is still a challenge for business leaders across all industries.

Traditional boards spend considerable time on firefighting, looking backwards at compliance, financial reports, and their broader fiduciary duties. Forward-looking boards are engaging in building ESG capability for sustainable outcomes. In view of increasing investment in human capital, HR committees are now interested in high quality analytics, that can help in better understanding the MEASURABLE SOCIAL AND FINANCIAL IMPACT/ROI of human capital investment.

As the primary source of economy is shifting from physical to intellectual capital, shareholders realize that company’s true competitive advantage lies in human capital capability. Thus, the role of human capital is increasingly becoming crucial to the organizational success. Consequently, organizations are investing huge sums in Human Capital.

2021 Global ESG Survey by BNP Paribas revealed that 51 percent of investors surveyed (covering 356 institutions) found the “S” to be the most difficult to analyze and embed in investment strategies. Investors are interested in the data that can help in assessing the social and financial performance of the enterprise in which they invest.” For most investors “S” still remains a “tick-the-box” exercise.

Business leaders don’t judge HR strategic contribution on the basis of emotional activities but by the IMPACT on the business, which is always measured in financial terms. HR traditional model of using subjective emotions and gut feelings for workforce decisions is woefully inadequate. Key responsibility of HR leaders is to relate workforce investment with respect to key performance indicators of the organization and demonstrate that relationship with data and ratios.

Numbers are the universal language of business. Organizational leaders prefer to take decisions on evidence-based data. Shareholders, board members, CEOs, CFOs all measure results. They are keen to see verifiable connections between human capital investments and leading indicators of organizational sustainability. Human capital analytics and benchmarks have thus become a differentiator between top class and traditional HR department.

International Organization for Standardization has published first global standard ISO 30414 on Human Capital Disclosure. ISO 30414 is the first and most widely accepted global standard for voluntary, strategic and systematic processes that improve organizational outcomes from sustainability perspective. It includes 58 metrics in 11 areas of human capital management including Compliance and Ethics, Workforce Costs, Workforce Productivity/ROI, Skills and Capabilities, Organizational Culture, Leadership, Succession Planning, Diversity, Workforce Health, Safety, Well Being, Workforce Availability and Recruitment/Mobility/Turnover.

Primary focus of the human capital disclosure is to determine the long-term health of a business, thus mitigating the risk for all stakeholders including shareholders, donors, regulators, employees, compliance agencies, customer, public and the community.

Human Capital Analytics Maturity Curve

Program Goals

Global research shows that companies which excel at people analytics are 3.1 times more likely to outperform their peers financially.

Identify human capital measurement opportunities; diagnose HR financial and operational measures, understand the messages in measured data, with a view to become competitive, cost effective and yet responsive to business needs.

Quantify HR department’s contribution to the overall bottom line, through solid, factual, and verifiable data for tough decisions with easy-to-use mathematical formulas.

Program Benefits

Data Oriented

Use of standardized and agreed data, describes organizational value in a broadly comparable sense.

HRM Processes

The improvement of HRM processes that support good practice in establishing and maintaining positive employment relations.

Human Capital

Greater understanding of the financial and non-financial returns that are generated as a result of investments in human capital.

Reports

Accessible and transparent reporting of human capital data and insights that enhances internal and external understanding and assessment of an organization’s human capital and its present and future performance.

Human Capital Analytics Training Program

  1. Shareholder Wealth Creation Cycle and Stakeholder Capitalism
  2. Shift in Organizations’ Value Proposition from Tangibles to Intangibles
  3. How HR can Become Strategic by Creating Tangible Financial/Non-Financial Value
  4. Financial Management and Role of Accounting and Finance
  5. Understanding Financial Statements: Balance Sheet, Income Statement, Cash Flow
  6. Budgeting Methods: Zero Based, Activity Based, Incremental and Formula Based
  7. How to Measure Cost Benefits Analysis, Breakeven, Profit Margin, ROI
  8. Compounding and Discounting for Investments in HR
  9. Human Capital Measurement Framework
  1. Four Levels in Data Analysis
  2. Differentiating Between Activity Metrics and Impact Metrics
  3. Converting Raw Intangible People Data to Analytics, Analytics and Financial Outcomes
  4. Gap Analysis, Benchmarking and Objective Setting
  5. Ensuring Data Integrity through Reliability and Validity
  6. Common HR Data Sources and How to Evaluate Them
  7. Finding Data Central Tendency through Mean, Media, Mode
  8. Using Percentiles and Quartiles for Data Frequency Distribution
  9. Data Analysis Methods: Variance Analysis, Ratio Analysis, Trend Analysis, Scenario Analysis
  10. Data Presentation Tools including Pie Chart, Histogram, Trend Line, Pareto chart, Scatter diagram
  11. Common Errors in Data Analysis
  12. Challenges and Opportunities in HR Measurement
  13. Principles for Aligning HR Analytics With Organization Strategy
  1. How to analyse business plan to determine critical success factors.
  2. How to review job description to understand critical success factors
  3. How to design employee KPIs to measure results rather than activities.
  4. How to factor key behavioral and functional competencies in performance management
  5. How to align and calibrate employee KPIs with enterprise KPIs
  6. How to develop performance scorecard for real time monitoring
  7. How to rank performance rating to distinguish between performers and deadwood
  8. How to align performance management system with reward management system
  1. How to write business problem statement.
  2. How to list HR solutions and their SWOT analysis.
  3. How to analysis inherent risks in each solution.
  4. How to do cost benefit analysis for each solution to propose a solution
  5. How to develop action plan for proposed solution.
  6. How to do financial analysis by using NPV, IRR and ROI.
  7. How to measure cash inflow and outflow for payback period
  8. How to write recommendations and expected results.
  9. How to write project description and implementation timeline.
  10. How to write executive summary for approval.
  1. Workforce Productivity Rate
  2. Human Capital ROI
  3. Workforce Turnover Rate
  4. Critical Positions Turnover Rate
  5. Succession Readiness Rate
  6. Leadership Trust Rate
  7. Workforce Competency Rate
  8. Learning & Development Rate
  9. Workforce Engagement Rate
  10. Workforce Health & Safety Rate
  11. Gender Diversity Rate
  12. Gender Pay Gap Ratio
  13. Executive to Worker Pay Ratio
  14. Discrimination Incidents Rate
  15. Number & nature of performance reviews
  1. EBIT /Revenue/Cost/Profit Per Employee
  2. Human Capital ROI
  3. Cost per Employee
  4. HR to Operating Cost Ratio
  5. Human Capital Value Added

6. Total Workforce Costs
7. External Workforce Costs
8. Total Costs of Employment
9. Ratio of the Average Salary and Remuneration
10. Cost Per Hire
11. Hiring Costs
12. Turnover Costs
13. Recruitment to HC Cost Ratio
14. Unfilled Vacancies Ratio
15. Opportunity Cost of Unfilled Vacancies
16. Opportunity Cost of Voluntary Turnover
17. Training to HC Cost Ratio
18. Compensation Cost to HC Cost Ratio
19. Salary Cost to Compensation Cost Ratio
20. Benefits Cost to Compensation Cost Ratio

21. Gender Diversity Ratio
22. Age Diversity Ratio
23. Disability Diversity Ratio
24. Other Diversity Ratio
25. Leadership Team Diversity Ratio
26. Employees Age Segment Ratio
27. Employees Service Segment Ratio

28. Number of Qualified Candidates Per Position Advertised
29. Quality of Hire
30. Average Length of Time to Fill Vacant Position
31. Average Length of Time to Fill Vacant Critical Business Position
32. Transition and Future Workforce Capabilities Assessment (Talent Pool)
33. Percentage of Positions Filled Internally
34. Percentage of Critical Business Positions Filled Internally
35. Percentage of Critical Business Positions (in relation to other positions)
36. Percentage of Vacant Critical Business Positions (in relation to all vacant positions)
37. Internal Mobility Rate
38. Employee Bench Strength
39. Turnover Rate
40. Voluntary Turnover Rate
41. Voluntary Critical Turnover Rate
42. Turnover Reasons
43. Involuntary Turnover Rate
44. Female Turnover Rate
45. Female Turnover Rate in Leadership Positions
46. Job Offer Acceptance Ratio
47. Unfilled Job Ratio
48. New Hire Retention Ratio
49. New Hire Performance Ratio
50. How to Make Business Case and Measure Impact and ROI of Hiring
51. Recruitment Staff to Total Employees Ratio

52. Total Training and Development Cost
53. Training Participation Rate
54. Average Formalized Training Hours Per Employee
55. Training Participation Rate by Category
56. Workforce Competency Rate
57. Training Staff to Total Employee Ratio
58. Internally Trained Ratio
59. Training & Development Framework (ADDIE: Assessment, Design, Development, Implementation, Evaluation)
60. How to Write Training Objectives for Measurable Outcomes
61. How to Measure Training Satisfaction Ratio
62. How to Measure Training Comprehension Ratio
63. How to Measure Training Transfer to Workplace Ratio
64. How to Measure Training Impact on Business Ratio
65. How to Measure Training ROI

66. Succession Effectiveness Rate (Home Grown Leaders)
67. Successor Coverage Rate
68. Succession Readiness Rate (Ready Now)
69. Succession Readiness Rate (Ready in 1–3 years)
70. Succession Readiness Rate: (Ready in 4–5 years)
71. Career Growth Ratio
72. Career Path Ratio
73. Employees Promotion Ratio
74. Employees Rotation Ratio

75. Leadership Trust Ratio
76. Span of Control Ratio
77. Leadership Development Ratio

78. Engagement/ Satisfaction/ Commitment Ratio
79. Retention Rate (Stability Index)
80. How to Measure Business Impact and ROI of Engagement

81. Number and Type of Grievance Filed
82. Number and Type of Concluded Disciplinary Action
83. Percentage of Employees Who have Completed Training on Compliance and Ethics
84. Disputes Referred to External Parties
85. Number, Type and Source of External Audit Findings and Actions arising from these
86. Grievance Resolution Ratio
87. Total time to Handle Grievance

88. Lost Time for Injury (LTI)
89. Number of Occupational Accidents (Accident Rate)
90. Number of People Killed During Work (Fatality, Death or Mortality Rate)
91. Percentage of Employees Who Participated in Training
92. Near Miss Incidents

93. Number of Employees
94. Number of Employees Directly Hired: (Full-time & Part-Time Employees)
95. Full Time Equivalents (FTE)
96. Contingent Workforce: Independent Contractor
97. Contingent Workforce: Temporary Workforce
98. Absenteeism (Unplanned Leave)
99. HR Employees to Total Employees Ratio

Course Pack

  1. Training manual in pdf.
  2. Practice case studies to practice metrics calculation.
  3. Insightful discussions led by expert instructor.
  4. On completion of course, online test will be conducted.
  5. Those getting 70% or above marks will get “Certified”.
  6. Other participants will get “Certificate of Participation”.

Recommended for

  1. Organizations of all size, industry, geography, location can participate.
  2. Highly recommended for CHRO, HR Analytics heads, and functional managers.

Program Delivery Options

  1. Virtual public program
  2. Virtual in-house program for at least 10 people
  3. Face to face in-house (costing later)

CEO HR Metrics

Zahid Mubarik SHRM-SCP, SPHRi, GPHR

President SHRM Forum Pakistan

Member ISO HR Standards Technical Committee 260

Member Pakistan Stock Exchange Task Force on ESG

Zahid Mubarik is an internationally acclaimed visionary thinker, writer, speaker, thought leader and influencer on human capital development, analytics, diversity and inclusion. He is the founding member of ISO Geneva Technical Committee 260 for developing HR global Standards. He actively took part in ISO face to face meetings for global HR Standards development at American National Standards Institute (Washington DC), British Standards Institute (London), Standards Australia (Melbourne), The Royal Netherlands Standardization Institute (Rotterdam), Association Française de Normalisation (Paris), Singapore Standards Council (Singapore), The National Standardization Agency of Indonesia (Bali) and UNI-Ente Nazionale Italiano di Unificazione (Milan). Zahid has the honor of being distinguished speaker in international conferences and seminars on human capital analytics at Las Vegas, Beijing, Moscow, Baku, Hanoi, Dubai, Abu Dhabi, and Tokyo. His analytical papers and expert talks have been featured by national/international media including Microfinance Gateway World Bank WashingtonCNBCDawnBusiness RecorderBusiness Plus TV and Gulf Economist.

Zahid served as Global Chair of ISO Working Group on HR Metrics Standards. During his leadership, ISO published two global HR standards including ISO 30410: Impact of Hire and ISO 30411: Quality of Hire. He also served as member of Working Group developing ISO 30414Guidelines for Internal and External Human Capital Reporting. He groomed and facilitated certification of 500+ consultants/practitioners worldwide with a heavy concentration in Tokyo Japan. Zahid is SHRM USA Partner in Pakistan. SHRM is world largest HR association having 325,000+ members in 165 countries. He introduced SHRM competency based global HR certifications in Pakistan and developed more than 200 people. He served as Board Director The Centre for Global Inclusion USA. He introduced Global Diversity, Equity & Inclusion Benchmarks Standards in Pakistan and facilitated 65 large multinational and national corporations in implementing Global DEI Benchmarks Standards. Zahid is a member of Pakistan Stock Exchange and Pakistan Institute of Corporate Governance Task Force on ESG Disclosure. He has a knack in using human capital analytics to transform organization on (S-Social) part of ESG. He is the Chief Editor of HR Magazine Workforce Tomorrow.

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