Human Capital
Human Capital
Speaking about ‘Capital’ we do in terms of editable stats, numbers & figures. We can calculate a broad variety of HRI (Human Resources Indicators) that can guide you in making strategic decisions concerning talent management, recruitment efforts, teambuilding and so on. Every competence we can measure on individual level, we can measure as well on divisional or organizational level. Everything we measure can be linked to other (relevant) KPI’s. Eg. if you have one or more sales KPI, we can calculate what kind of ‘soft’ sales skills you actually have to realize those goals. We can provide you with figures for prospection power, account management, inside sales potential, bid-management and so on. This way you really can ‘calculate’ your ‘soft’ human capital. This way you get the necessary anchors and beacons for global HR-governance based on a simple HR-Dashboard. Following HR-Indicators can be calculated:

    • Relative Potential

The Relative Potential shows the differences between divisions/teams or company’s on any competence we can measure.

    • Absolute Potential

The Absolute Potential reflects the present Total Potential of a competence within a team, division or organization.

    • Social Barometer

The Social Barometeris the indicator of the social climate. With the use of a ‘Warmth index’ and a ‘Conflict index‘ this indicator covers both social temperature (warm vs cold) and pressure (Conflict probability).

Whether your organisation is rather explorative and creative or relies more on a controlling and consolidating attitude, is measured with different Dynamics Scales.

 





Dynamics scales
We can see a company or division as if it is an individual with a unique professional personality. Its dynamics will be the result of the changing tension fields between the need to explore, the need to brake and the need to steer as it is for all of us.The speed of evolution of a company, reflected in the Progression Index, shows the proportion between the needs to explore (expansive, taking risks) and the needs to brake (consolidate and control). In most companies, the sales department has a higher progression index than production. In other words, the sales division will count more people with a higher need to explore, whilst in production you’ll find more people with a higher need to brake. That’s why sales will often put the pressure on production. This tension between these two divisions is a well known phenomena. So each department will have its own Progression Index and seeing them all together, tells a lot about the companies ‘personality and dynamics’.
Dynamics Scale Finance
Production Admin Sales
Progression Index 0,87 0,58 0,68 1,36
need to Explore
4,13 2,8 3,2 6
need to Brake 4,73 4,8 4,7 4,4

In this example Finance, Production and Administration are more conservative (Production most), whilst the sales team carries all the exploring (expansive) efforts. These differences are sources for “progression-tension fields” and the better you can estimate them, the better you can manage them. There are several more dynamic scales we measure and all of them can be used as anchors and beacons for global HR-governance based on a simple HR-Dashboard.