HUMAN CAPITAL MANAGEMENT

HR FUNCTION

HUMAN CAPITAL MANAGEMENT

Human Capital Corporate Solutions (click to download)

HC Performance Matrix (click to download)

VaLUENTiS Employee Engagement Brochure (click to download)

VB-HR™ Rating Info Sheet (click to download)

HCM investment/business case generator: the VB-HR™ Rating diagnostics, associated metrics and output are also used as a means to assist in generating robust business cases for HCM investment and interventions, particularly where outsourcing is involved. A derivative service can provide evaluative benchmarking for current outsourcing arrangements (derivative of levels 1 & 2 VB-HR™ Rating).

HCM audit: the HCM audit is designed to measure the effectiveness of HR activities and their contribution to the business. This in-depth evaluation will provide a basis for benchmarking for corporate HCR reporting purposes (derivative of level 3 VB-HR™ Rating).

HCM due diligence: the HCM audit can also be used as a means of an in-depth assessment of HR performance, its impact, and associated risks and costs (derivative of level 3 VB-HR™ Rating).

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HR FUNCTION

HR strategic option/routemap device: the VB-HR™ Rating diagnostics and structured methodology can be used as a means of providing strategic options for the organisation/HR function to pursue for improving organisational performance, delivered as a route-map based implementation programme (derivative of levels 1 & 2 VB-HR™ Rating).

HR cost reduction programmes: we conduct HR cost reduction programmes using our proven approach. We recognise that these programmes can be undertaken in various guises that are part of other programmes and our multi-faceted offerings provide flexibility in execution (done independently or in conjunction with the VB-HR™ Rating).

HR delivery effectiveness: these programmes assess the effectiveness of HR delivery whether in traditional delivery structures such as shared services, business partnering and/or centres of excellence, or within the new VB-HR™ delivery framework (done independently or in conjunction with the VB-HR™ Rating).

HR functional value cost activity analysis: we undertake these various analyses on behalf of clients to provide a breakdown of the various activity/value/cost perspectives into informative based actions to increase efficiency/effectiveness/value creation (derivative of VB-HR™ Rating methodology).

HR process value analysis: we assess the various end-to-end HR processes in terms of their effectiveness and value contribution and provide recommended improvements (derivative of VB-HR™ Rating methodology).

HR shared services: we provide a variety of assessment/implementation tools with regard to HR shared services whether constructing the base business case, designing delivery structure options or implementing a shared service/centre of excellence model (derivative of VB-HR™ Rating methodology).

VB-HR™ capability profiler: our approach using our unique VB-HR™ capabilities assessment tool measures the capability of HR as a function in its capacity to deliver value to the expectation of the business.

VB-HR™ transformation programme: this provides a comprehensive, structured approach enabling HR functions to transition themselves to a HR business unit employing VB-HR™ principles and measurement.

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MEASUREMENT

Employee engagement surveys: these are designed to measure employees' levels of engagement. There are 4 standard benchmark designs (20Q, 30Q, 40Q, and 50Q) which populate our employee engagement index across the five domains and used to track the changes in employee perceptions and behaviours in relation to the business and its impairment on human capital performance (20Q, 30Q, 40Q, and 50Q are incorporated within VB-HR™ Rating).

HCM scorecard design: we provide a structured approach to HCM scorecard design (and re-design) projects which provide clients with working measurement frameworks. These can be individual projects or part of other measurement projects or wider HR programmes.

Human capital reporting HCR™: we provide a structured approach to reporting human capital. We look at both external and internal reporting requirements of HC/HCM for the particular client organisation, recognising the need for both perspectives (output of VB-HR™ Rating).

Human capital risk: HR risk measurement projects normally form part of other measurement projects but can also be executed on an individual basis where clients require particular risk based assessments in terms of human capital (derivative of VB-HR™ Rating methodology).

Human capital value measurement: these projects provide organisations with working human capital value models that link corporate value with human capital. A suite of metrics can be developed, customised to the individual client circumstances that can be fed into a wider HC reporting template and/or corporate scorecard.

Intangible valuation modelling: we provide our unique measurement methodology (Organisation Resilience/IC Rating™) to provide organisations with a comparative value picture of their intangible assets, leading to an advanced VBM scorecard design.

Value driver/tree models: we apply structured methodologies to construct value and cost driver business models and their respective metrics trees to help management and employees understand and focus on their respective contributions. We also provide diagnostics and structured methodologies (troubleshooting) to investigate performance measures and metrics issues which block organisational performance.

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ORGANISATION EFFECTIVENESS

Organisation architecture: we provide a structured framework, utilising a variety of tools to assess the degree of integration and reinforcing nature of the various organisational levers such as organisation design, performance-reward link, decision rights, culture, and business economics. We then establish recommendations and subsequent implementation to enhance business performance (also output of VB-HR™ Rating).

Organisation capabilities: we use our unique OC tool to assess the capabilities of the organisation and/or specific business units, linked to value creation. This evaluation exercise can be used in conjunction with scorecard design and/or corporate performance management exercises to enhance current/future performance.

Organisation design: we provide guidance to clients on design issues regarding organisation structure, roles, teamwork, reward strategies, and integrating people practice initiatives to achieve measurable performance improvement.

Performance management effectiveness: using our performance management inventory, we assess the effectiveness of an organisation's performance management and its integration with related HCM architecture exposing any actual/potential value destroying misalignment and providing value-enhancing solutions.

Rewards/benefits optimisation assessment (RBOA): RBOA measures the degree to which organisations' remuneration programmes/reward elements have the greatest impact on employee acquisition, development, retention and performance, providing alternative use options to maximise effectiveness.

Value-based change management (VBC): we apply our innovative value based change methodology to assist clients in business transitioning either as an exclusive discipline or as part of other implementation solutions. Our extensive inventory provides flexibility in application combining both 'hard' and 'soft' approaches in an integrated fashion including the following areas: strategy clarification; communication; programme management; soft system mapping; options design process; implementation planning; organisational driver engagement; risk assessment; and measurement.

Value-based management development programmes: we provide both design and delivery of integrated management development programmes through our 'Licence to Manage' portfolio, that enhance business performance together with associated measurement frameworks.

VBM implementation support: we provide this for the introduction of value-based management to an organisation. Too often, VBM implementation resides at the top echelon rather than permeating through the whole organisation, resulting in a limited realisation of the benefits. We apply a number of approaches to effect an organisational transformation and thus a base for sustainable VBM benefits.

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