人力资本的新度量外文翻译.doc

本科毕业论文（设计） 外 文 翻 译 外文题目 The New Human-Capital Metrics 外文出处 CFO Magazine 外文作者 Craig Schneider 原文： The New Human-Capital Metrics The human-resources department is in survival mode. As outsourcing the function becomes a more-prevalent option for companies, HR managers know that if they are going to endure, they have to deliver strategic value, and that value has to be measurable. With that in mind, many companies are forging ahead on efforts to create a new set of metrics that tie traditional HR functions like recruiting, training, and performance review to overall corporate goals — including fattening the bottom line. The old HR measures, such as head count, the cost of compensation and benefits, time to fill, and turnover, no longer cut it in this new world of accountability. They dont go far enough to create shareholder value and align people decisions with corporate objectives. The effort requires putting some hard science around issues that have traditionally been thought of as difficult to quantify, like why people leave the company or how engaged they are in their jobs. When realized, human-capital metrics can provide meaningful correlations that help predict behavior and human-capital investment demands well ahead of the annual budget. HR metrics might measure efficiency, or the time and cost of activities; human-capital metrics measure the effectiveness of such activities. Time to fill becomes time to productivity; turnover rate becomes turnover quality; training costs become training return on investment. If your goal is to increase your companys people productivity through the effective use of human-resources tools and strategies, its time to change the DNA of human resources, says John Sullivan, professor of management at San Francisco State University. Its time to change human resources so tha