West Coast move for UMG boss Grainge

first_imgSunday 12 September 2010 11:28 pm Share Read This Next’A Quiet Place Part II’ Sets Pandemic Record in Debut WeekendFamily ProofHiking Gadgets: Amazon Deals Perfect For Your Next AdventureFamily ProofYoga for Beginners: 3 Different Types of Yoga You Should TryFamily ProofBack on the Rails for Summer New York to New Orleans, Savannah and MiamiFamily ProofAmazon roars for MGM’s lion, paying $8.45 billion for studio behind JamesFamily ProofIndian Spiced Vegetable Nuggets: Recipes Worth CookingFamily ProofTortilla Mango Cups: Recipes Worth CookingFamily ProofWhat to Know About ‘Loki’ Ahead of Disney+ Premier on June 9Family ProofCheese Crostini: Delicious Recipes Worth CookingFamily Proof Show Comments ▼ KCS-content LUCIAN Grainge, the newly-ensconced chief executive of Universal Music Group who went out to the US a couple of months ago to take up his new post, has based himself in California.He had originally planned to be based – with his wife and children – in New York before changing plans.Grainge’s move marks a significant shift in the group’s power base, with the chief executive’s office now based at the heart of the wider US entertainment business, encompassing TV and film as well as music.Sources close to Grainge said he would initially move to the Santa Monica office on his own, though they added that “over the course of time it is quite possible that others will join him”. He is currently co-chief executive of Universal, along with chairman Doug Morris, but will assume sole responsibility for the group from 1 January 2011.The move comes after Grainge wielded his influence recently to strike a deal between Universal and entertainment mogul Simon Fuller, under which the group’s Interscope Geffen A&M division will market and distribute albums from the finalists of Fuller’s American Idol show.Grainge joins Universal’s president and chief operating officer Zach Horowitz in California. Morris and chief financial officer Nick Henny are still based in New York.The group’s labels will also remain in their current locations, with Interscope in Los Angeles and Island Def Jam and Universal Motown in New York.Grainge left the UK earlier in the summer after leaving his position as head of Universal’s international division. He was given a star-studded send-off at a party at the Mandarin Oriental hotel in Knightsbridge, where artists including The Killers, Duffy and Amy Winehouse joined the likes of Lord Mandelson, Lloyds chairman Lord Levene, WPP boss Sir Martin Sorrell and Topshop billionaire Sir Philip Green to pay their respects. center_img whatsapp by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeTotal PastThe Ingenious Reason There Are No Mosquitoes At Disney WorldTotal PastNoteabley25 Funny Notes Written By StrangersNoteableyMoneyPailShe Was A Star, Now She Works In ScottsdaleMoneyPailSerendipity TimesInside Coco Chanel’s Eerily Abandoned Mansion Frozen In TimeSerendipity TimesBetterBe20 Stunning Female AthletesBetterBemoneycougar.comThis Proves The Osmonds Weren’t So Innocentmoneycougar.comautooverload.comDeclassified Vietnam War Photos The Public Wasn’t Meant To Seeautooverload.comZen HeraldThe Truth About Why ’40s Actor John Wayne Didn’t Serve In WWII Has Come To LightZen HeraldDrivepedia20 Of The Most Underrated Vintage CarsDrivepedia West Coast move for UMG boss Grainge whatsapp Tags: NULLlast_img read more

Stagecoach profit drives forward

first_img More From Our Partners Astounding Fossil Discovery in California After Man Looks Closelygoodnewsnetwork.orgRussell Wilson, AOC among many voicing support for Naomi Osakacbsnews.comNative American Tribe Gets Back Sacred Island Taken 160 Years Agogoodnewsnetwork.orgBiden received funds from top Russia lobbyist before Nord Stream 2 giveawaynypost.comA ProPublica investigation has caused outrage in the U.S. this weekvaluewalk.comPolice Capture Elusive Tiger Poacher After 20 Years of Pursuing the Huntergoodnewsnetwork.org980-foot skyscraper sways in China, prompting panic and evacuationsnypost.comBrave 7-Year-old Boy Swims an Hour to Rescue His Dad and Little Sistergoodnewsnetwork.orgUK teen died on school trip after teachers allegedly refused her pleasnypost.com whatsapp Show Comments ▼ whatsapp Tags: NULL by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeMisterStoryWoman Files For Divorce After Seeing This Photo – Can You See Why?MisterStoryTotal PastThe Ingenious Reason There Are No Mosquitoes At Disney WorldTotal PastMoneyPailShe Was Famous, Now She Works In {State}MoneyPailSerendipity TimesInside Coco Chanel’s Eerily Abandoned Mansion Frozen In TimeSerendipity TimesPeople TodayNewborn’s Strange Behavior Troubles Mom, 40 Years Later She Finds The Reason Behind ItPeople TodayBetterBe20 Stunning Female AthletesBetterBeMagellan TimesThis Is Why The Roy Rogers Museum Has Been Closed For GoodMagellan TimesElite HeraldExperts Discover Girl Born From Two Different SpeciesElite HeraldHealthyGem”My 600-lb Life” Star Dropped 420 Pounds, See Her NowHealthyGemcenter_img John Dunne TRANSPORT group Stagecoach posted a 43 per cent rise in first-half profit, driven by growing ticket sales across its bus and rail operations, and said the positive trend had continued into the second half.The bus and rail operator on Wednesday reported a pretax profit of £108.7m on revenues 4.8 per cent higher at £1.13bn for the six months to the end of October.Stagecoach, which earlier this year re-entered the London bus market after buying the East London Bus Group, boosted the interim dividend by ten per cent to 2.2 pence and said the outlook for the remainder of its fiscal year was good.“We have made a good start to the second half of the financial year and current trading remains in line with management expectations,” said Chief Executive Brian Souter.“While we continue to monitor closely the rate and sustainability of economic recovery, we look forward with confidence and believe the outlook is positive for our bus and rail services.”Like-for-like revenue at Stagecoach’s UK rail business, which includes the South West Trains London commuter franchise, grew 6.4 per cent in the period, while Virgin Rail, in which it owns a 49 percent stake, achieved sales growth of 14.8 per cent in the same period.Underlying revenue at its UK bus unit rose 2.3 per cent, while its North American coaches operation posted a 7.5 per cent rise in like-for-like sales, shrugging off tough economic conditions.Shares in Stagecoach, which have risen 10 percent in the last three months, closed at 215 pence on Tuesday, valuing the group at around £1.5bn. Stagecoach profit drives forward Share Wednesday 8 December 2010 2:56 amlast_img read more

Halma’s profits rise to new record, dividend hiked for 42nd straight year

first_img Image source: Getty Images Royston Wild | Thursday, 10th June, 2021 | More on: HLMA Don’t miss our special stock presentation.It contains details of a UK-listed company our Motley Fool UK analysts are extremely enthusiastic about.They think it’s offering an incredible opportunity to grow your wealth over the long term – at its current price – regardless of what happens in the wider market.That’s why they’re referring to it as the FTSE’s ‘double agent’.Because they believe it’s working both with the market… And against it.To find out why we think you should add it to your portfolio today… Royston Wild has no position in any of the shares mentioned. The Motley Fool UK has recommended Halma. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Our 6 ‘Best Buys Now’ Shares Renowned stock-picker Mark Rogers and his analyst team at The Motley Fool UK have named 6 shares that they believe UK investors should consider buying NOW.So if you’re looking for more stock ideas to try and best position your portfolio today, then it might be a good day for you. Because we’re offering a full 33% off your first year of membership to our flagship share-tipping service, backed by our ‘no quibbles’ 30-day subscription fee refund guarantee. There’s a ‘double agent’ hiding in the FTSE… we recommend you buy it! Enter Your Email Addresscenter_img Click here to get access to our presentation, and learn how to get the name of this ‘double agent’! Halma’s profits rise to new record, dividend hiked for 42nd straight year Price action remains pretty muted in Thursday afternoon business. The FTSE 100 and FTSE 250 are trading fractionally higher and lower, respectively, as market participants eagerly await key economic data on Friday. The Halma (LSE: HLMA) share price is one that remains flattish despite the release of fresh financial news.The FTSE 100 company was recently trading 1% lower on the day at £26.60 per share. This is just off yesterday’s record closing highs of £26.80 and suggests Halma’s full-year numbers were in line with forecasts.5G is here – and shares of this ‘sleeping giant’ could be a great way for you to potentially profit!According to one leading industry firm, the 5G boom could create a global industry worth US$12.3 TRILLION out of thin air…And if you click here we’ll show you something that could be key to unlocking 5G’s full potential…Halma raises dividends for 42nd yearSafety equipment supplier Halma saw revenues during the 12 months to March 2021 drop 1.5% year-on-year to £1.32bn, it said. Sales dropped 5.4% during the first half as the Covid-19 outbreak ballooned. But the top line increased 2.2% in the final six months.Organic sales at constant currencies meanwhile dropped 5.6% from financial 2020, though an 11% drop in the first half improved to a 0.3% dip in the second half.Last year’s sales drop didn’t knock Halma’s proud record of profits increases off the tracks, however. Adjusted profit before tax rose 4.2% year-on-year to £278.3m, while on a statutory basis pre-tax profit was £252.9m, up 12.9%. This was the 18th year on the spin that the FTSE 100 firm has printed record profits.Further progress here has allowed Halma to raise annual dividends yet again. For financial 2021 it plans to pay a total dividend of 17.65p, up 7%. This makes it 42 years on the bounce that the UK electronics share has raised the annual payout.Starting the new year stronglyPleasingly, Halma said that it has made a strong start to the current financial year, too. Order intake is ahead of turnover and surpassing levels recorded last year. Halma also mentioned that organic revenues at constant currencies from the start of January to the end of May are up 10% year-on-year.Andrew Williams, chief executive at the FTSE 100 firm, said that “we expect our markets to continue to recover, albeit at varying rates”, though he added that the company could face multiple headwinds including inflation, supply chain troubles, and adverse exchange rates.Williams expects Halma to deliver a low double-digit percentage rise in organic sales (at constant currencies) in financial 2022. He said too that the company has “a good pipeline of potential acquisition opportunities”.Expensive but exceptionalThe Halma share price has risen an impressive 184% during the past 12 months. And I expect it to keep rising as awareness of — and legislation related to — the safety and protection of people and the broader environment gathers pace. Profits at the firm could be blown off course if the pandemic worsens again, in turn derailing its operations as well as the broader economy.Still, I believe the long-term future for this FTSE 100 share remains exceptionally bright. The Halma share price commands a high forward price-to-earnings (P/E) ratio of 39 times. But I think this high-calibre and ultra-reliable UK share deserves such a premium rating and I’d happily add it to my own investment portfolio. I would like to receive emails from you about product information and offers from The Fool and its business partners. Each of these emails will provide a link to unsubscribe from future emails. More information about how The Fool collects, stores, and handles personal data is available in its Privacy Statement. Simply click below to discover how you can take advantage of this. See all posts by Royston Wildlast_img read more

These five brutal hits might be the biggest of Super Rugby 2018

first_imgMonday Aug 6, 2018 These five brutal hits might be the biggest of Super Rugby 2018 With Super Rugby complete, Rugby.com.au have taken a look back at the Top 5 hits of the season, featuring a number of huge tackles that you may have also seen posted on here at some point in the last few months. There was plenty to choose from, but here is their look at the very best. Catch up on highlights from this past weekend’s final, as the Crusaders hosted the Lions.View more crunching tackles in our Big Hits & Dirty Play sectionADVERTISEMENT Posted By: rugbydump Share Send Thanks Sorry there has been an error Big Hits & Dirty Play Related Articles 25 WEEKS AGO Suspensions handed down after testicle grabbing… 26 WEEKS AGO The ‘double ruffle’ splits opinion with fans… 26 WEEKS AGO WATCH: The nastiest and most brutal moments… From the WebThis Video Will Soon Be Banned. Watch Before It’s DeletedSecrets RevealedYou Won’t Believe What the World’s Most Beautiful Girl Looks Like TodayNueeyUrologists Stunned: Forget the Blue Pill, This “Fixes” Your EDSmart Life ReportsDoctors Stunned: She Removes Her Wrinkles With This Inexpensive TipSmart Life ReportsIf You Have Ringing Ears Do This Immediately (Ends Tinnitus)Healthier Living30+ Everyday Items With A Secret Hidden PurposeNueeyThe content you see here is paid for by the advertiser or content provider whose link you click on, and is recommended to you by Revcontent. As the leading platform for native advertising and content recommendation, Revcontent uses interest based targeting to select content that we think will be of particular interest to you. We encourage you to view your opt out options in Revcontent’s Privacy PolicyWant your content to appear on sites like this?Increase Your Engagement Now!Want to report this publisher’s content as misinformation?Submit a ReportGot it, thanks!Remove Content Link?Please choose a reason below:Fake NewsMisleadingNot InterestedOffensiveRepetitiveSubmitCancellast_img read more

Innovation in Strategic Philanthropy: Local and Global Perspectives (Nonprofit & Civil Society Studies)

first_imgInnovation in Strategic Philanthropy: Local and Global Perspectives (Nonprofit & Civil Society Studies) About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.  13 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Howard Lake | 19 January 2008 | News AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

Police arrest three on vehicle theft charge

first_img By admin – February 28, 2018 Facebook Local NewsCrime Police arrest three on vehicle theft charge Police searching for woman connected to husband’s death Twitter Home Local News Crime Police arrest three on vehicle theft charge Police searching for man connected to hit and run WhatsApp Three suspects were charged by police Monday with reportedly stealing a vehicle from an apartment complex.Officers were first notified about a stolen vehicle Monday at High Plains Apartments, 3727 Andrews Highway, according to an Odessa Police Department news release.The complainant told police their gray Acura MDX had been stolen, the release stated, and surveillance footage showed the three suspects occupying a white Honda Pilot while driving through the complex.After tracing the license plate number to a residence in the 3600 block of McKnight Drive, the release detailed, officers found the Honda Pilot and the stolen Acura MDX in the alley.The three suspects, 32-year-old Tommy Ratliff III, 27-year-old Marisa Johnson, and 29-year-old Jerry Freels, were interviewed by detectives and charged with theft of property, a third-degree felony.Ratliff, Johnson and Freels were all taken to the Ector County Detention Center Tuesday and each has a $25,000 bond. WhatsAppcenter_img Pinterest Tommy Ratliff, left; Marisa Johnson, center; Jerry Freels Texas Fried ChickenHawaiian Roll Ham SlidersSmoked Bacon Wrapped French Vidalia OnionPowered By 10 Sec Mama’s Deviled Eggs NextStay Previous articleMan charged after crashing into houseNext articleLa Hacienda fire code violations released admin RELATED ARTICLESMORE FROM AUTHOR Pinterest Facebook Youngsters urged to be safe over graduation weekends Twitterlast_img read more

Irish exports reached record levels last year

first_img Pinterest Help sought in search for missing 27 year old in Letterkenny Previous articleNAMA takes control of Dublin’s Bord Gais Energy TheatreNext articleTanaiste says Government assessing reasons for rejection of Croke Park 2 News Highland Pinterest 448 new cases of Covid 19 reported today Google+ WhatsApp Facebook Exports from Irish companies reached record levels last year according to new figures released today.Enterprise Ireland companies sold 16 billion euro worth of goods and services overseas. That is up from 15.2 billion in 2011.The best performing companies were those specialising in Engineering, Software, Financial Services and Medical Devices.And the biggest markets for Irish companies were in the USA, Asia and Latin America.Jobs Minister Richard Bruton.”Clearly the gains are in the BRIC markets, the Middle East – these are the areas where Enterprise Ireland is diversifying” he said.”You can see that in the Asia-Pacific area 20 percent growth per annum is being achieved”.”They’ve reached a billion sales in the Asia-Pacific – that’s a real sign of diversification, and building in markets that are growing extraordinarily rapidly” he added. News Twitter Google+center_img WhatsApp Facebook NPHET ‘positive’ on easing restrictions – Donnelly Twitter By News Highland – April 19, 2013 Irish exports reached record levels last year RELATED ARTICLESMORE FROM AUTHOR Three factors driving Donegal housing market – Robinson Calls for maternity restrictions to be lifted at LUH Guidelines for reopening of hospitality sector publishedlast_img read more

Police in Strabane concerned at the use of ‘laughing gas’ for recreational purposes

first_imgNews WhatsApp RELATED ARTICLESMORE FROM AUTHOR Google+ Facebook Google+ Pinterest Police in Strabane have issued a warning about the use of laughing gas for recreational use.Officers have said that a parent in the town found their child buying canisters online for a rave party.Police said this was the first report that they have received of this type of substance abuse.Nitrous oxide has many legitimate uses. Some people misuse it because it can make them feel euphoric.This happy feeling has led to it being nicknamed ‘laughing gas’. Some people have also experienced hallucinations.The drug and alcohol awareness group Divert have said that people are unaware of the consequences.The police have said that they take the issue of illegal drugs, legal highs and substance abuse seriously and appreciate the help and support from the community. Man arrested in Derry on suspicion of drugs and criminal property offences released 365 additional cases of Covid-19 in Republic HSE warns of ‘widespread cancellations’ of appointments next week By News Highland – January 16, 2014 center_img WhatsApp Twitter Dail to vote later on extending emergency Covid powers Police in Strabane concerned at the use of ‘laughing gas’ for recreational purposes Previous articleLetterkenny General staffing crisis to be raised with Health MinisterNext articleTyrone man sent to jail for terrorism charges and IRA membership News Highland Pinterest Facebook PSNI and Gardai urged to investigate Adams’ claims he sheltered on-the-run suspect in Donegal Twitter Man arrested on suspicion of drugs and criminal property offences in Derry last_img read more

HR metrics measured

first_img Previous Article Next Article HR metrics measuredOn 1 Dec 2001 in Personnel Today Related posts:No related photos. Comments are closed. ThreeHR directors talk about how they measure HR value within their firmsTheuse of metrics can be a key driver in securing HR’s desired seat at the boardtable. Lance Richards explainsGlobally,HR functions are in the midst of a battle for presence and respect at boardlevel. One of the primary tools at our disposal is the use of strong, wellthought-out metrics, metrics that reflect the value HR adds to an organisation,our contribution to the bottom line of our enterprise, and our understanding ofthe business’ priorities.Overthe last few years I have worked with the development, implement- tation andreporting of metrics at a couple of Fortune Global 500 enterprises. Mostrecently, at BCE’s Teleglobe unit, we successfully launched the use of an ASPthrough eJobs (a US-based e-recruiting firm) to support our requisition andrecruitment functions. With this tool, we were able to slice, dice and decipherour way through real-time reports, tracking data which reflected the mean timeto fill (MTTF) our positions, cost per hire (CPH), requisitions/workload perrecruiter (R/R), and efficiency of our line managers in following through oninterviews.Especiallyhelpful was eJobs’ ability to give us comparative data (blind, of course)against its other high-tech clients. With these comparators, we were able totrack our actual results against those of similar employers in our geographicalarea. With these numbers in hand, we could then report back to our executiveleadership on the efficiency of our work compared with other recruitmentcompetitors.Ona planning level, we had the ability to toggle several levers on an up-to-datebasis. If we needed positions filled more quickly, we could  add recruiters quickly, understanding thecorresponding increase in CPH. Similarly, if we needed to drive a lower CPH, wecould adjust the R/R ratio, although we could expect a corresponding slip inMTTF. Without these solid metrics at hand, we’d have been operating blindly,and without management buy-in.Interms of best practice, the use of metrics can become a key driver in securingHR’s desired “seat at the table”. For companies just introducingmetrics, it is essential that the following are included:–The metrics must be meaningful – they must track something that is important tothe enterprise, while also being clearly understood by those outside HR. Veryfew people are interested in actuarial ratios (methods used in testingcompliance of pension and other contributory plans) from benefitsdiscrimination testing. They want to know that the 50 new hires they plan willcost $5,000 each.–The metrics must be assembled carefully – it’s critical that everyone in HRunderstands what the metrics are, and why they are being tracked. You may haveto tweak the inputs over time, to ensure you are gathering data efficiently.Sometimes, too much data may be bad – if it’s extraneous, it could damage themeaning of your results. Be sure your team is comfortable with thedata-gathering work, as well as how calculations are assembled. –The metrics tracked must be launched in a non-threatening way. This means theinitial data gathering and reporting must be done with a view only to gatheringand assessing. Bear in mind most HR people are not accustomed to beingmeasured. Attaching metrics to people who deal in soft issues can beunsettling. Once the data is in place, and tracking mechanisms are clean, abase line can be established. Don’t launch this by criticising the base line;launch it by pointing and incentivising everyone towards improvement of theresults.–Global comparators must be meaningful. Be very careful before implementing aset of worldwide metrics. Comparing data points between countries is unfair insome cases, and simply meaningless in others. To look at metrics globally,examine local comparators, then compare your local performance against localnorms as a ratio. Don’t compare your business’ metrics across borders. Implementedand managed, a series of carefully designed metrics will increase the perceivedvalue of HR, focus the work of HR professionals, and demonstrate that HRunderstands the business – and is aligned with its direction. Once in place,they become a standing message that HR, like other areas of the enterprise,will stand up to the scrutiny of data. Globalisationis forcing businesses to wise up to how they measure people more effectively.Carolyn Nimmy of Cap Gemini Ernst & Young explains what the company did tohelp measure the ‘hard side’ of HR valueDuringthese tough economic times, the focus on measures is likely to get stronger asbusiness focuses more and more on what creates value.CapGemini Ernst & Young represents the living dichotomy of most modernbusinesses – it is publicly traded and driven to produce shareholder valuewhile at the same time being a services business driven by clients to createever-more value for lower cost and completely dependent on the most volatileresource known to mankind, people power. Itis this balance between drivers that has led CGE&Y to have both a verystrong P&L and HR focus and, as such, to cultivate a strong understandingof critical HR measures.Ina professional services firm, HR management is highly integrated into the roleof every line manager and engagement manager – perhaps more so than in manyother businesses. Often in the past the HR department was seen by the linemanager as business support, an administration/HR services centre looking afterthe “soft side” of business. It is this view that over the last fewyears has made CGE&Y take a look at how it could better measure the bottomline impact – or the “hard side” of HR value. Combined with this, theincrease in globalisation generated requirements for better “peoplemeasurements” at a global as well as a local level.CGE&Yhas been using several tracking methods over recent years to help put afinancial value on human resources. Among the methods utilised are The Employerof ChoiceS Index, Onboarding Success and Talent Loss, which have been designedto help managers understand their personal impact on the company. These toolsbecame even more important during the merger phase between Cap Gemini and Ernst& Young Consulting.Atthe same time as its internal HR teams have been focused on measurements thatadd value, the CGE&Y Centre for Business Innovation has been looking at thegrowing importance of non-financial measures and how market capitalisation hasbecome detached from tangible asset base value. Research CGE&Y undertookshowed that a number of non-financial drivers could account for up to 35% ofits valuation. Among these value drivers are a number of areas that HR can workto measure, the ranking of importance of these value drivers may vary byindustry – but once measurements have been tracked then it is far easier tolook at the measures and figure out what has to be done. Onbrand, for example – the employer branding can be heavily influenced by HR andmeasuring how well the brand is doing from both external sources, such asgraduate surveys, and internal sources such as employee surveys, enablecompanies to understand how well they are getting their messages across. Valuedrivers that HR can influence:–Management–Employees–Innovation–EnvironmentForthe employee, components of the value driver measurements could includediversity within the workplace, employee relations, talent attractioncapability, public reports on Best Places to Work and so on.Oneof the challenges on improving HR measurements at a global level is choosingthe right things to measure – some HR measures are heavily influenced by theregional environment. What is relevant in the US may have no relevance inFrance or Singapore. Thisrequires identifying the ones that will have the most impact everywhere andfocusing on these. Some measures are needed year on year while others may havea short-term focus to be able to prove a business case that then improves thatarea. Anotherchallenge is terminology – the need to be very clear and precise in yourdefinition of the measure you want.Rememberingthat what gets measured gets managed; let’s make sure what we measure matters.Howdo you measure the value created by human capital, seen by some as the mostvaluable asset to the business? Garret F Walker explains Mostbusiness leaders will agree that their employees, the “human capital”are one of the most important parts of their competitive advantage. Many statethis publicly in their annual reports. However, few, if any, have an effectiveprocess to measure the value created by this “most valuable” asset. Inthe next 10 years the source of competitive advantage for most business willcontinue to focus increasingly on the talent within the organisation. Theability to effectively manage this talent is becoming more critical every day. Managementmakes decisions continuously about how to invest in human capital, usually withvery little clear information about how those investments will produce a return.Whatif we could effectively manage the value created by our investments in our employees?We know now how much we pay to reward, hire and train, develop and providebenefits our employees. However, what we need to do is know where ourinvestments are most effective and valuable. Shouldwe expand our incentive pay programme? Should we outsource our safetyadministration? What is the most effective use for our training dollars? Howmuch should we spend on recruitment? Shouldwe insource, outsource or co-source employee services, buy or build executivebenchstrength? What is the cost in human capital terms to break into a newmarket? Is the acquisition target a good fit and does it add or dilute ourcompetitive advantage in terms of talent? Doour investments in employees match the strategic objectives of the business? Isthe HR organisation a partner with the business to manage our employees asassets?Toanswer these questions, management needs more information than simple costfigures. We need to track our financial results while monitoring progress indeveloping our human capital and acquiring the talent and capabilities we willneed for business success. TheBalanced Scorecard provides a system that leverages the traditional financialand efficiency measures we have available currently for HR with metrics ofperformance from three additional perspectives – customers, internal businessprocesses and learning and growth.HRChallenge & StrategyTheHuman Resource Challenge was to translate the new business strategies andtargeted business results into human capital needs. Recognising that GTE’semployees were a critical component to achieving business goals, GTE HR leadersinventoried the current skills and abilities that would provide value both inthe short-term and into the future. HR professionals then identified thecritical people imperatives necessary to grow that talent to increase the valuedelivered by the workforce. GTE would need new behaviours, actions andcapabilities to drive the business results. Tofocus the HR organisation on the achievement of these people imperatives, GTEdeveloped a new HR strategy to support the specific people requirements of thebusiness strategy. ThisHR strategy was defined in five strategic thrusts:–Talent: enlarge the talent pool, invest in employees’ development, ensurediversity–Leadership: establish a system to assess high-potential employees, providecoaching and development, establish accountability and rewards for leadershipbehaviour–Customer service & support: create an environment that fosters employeeengagement, increase business intelligence within the workforce, providesolutions to retention issues–Organisational integration: create better systems for knowledge management,union partnerships–HR capability: develop core HR competencies, identify key talent for growth anddevelopment, invest in technology, employee self-service, better understand therelationship of HR actions to business outcomes Thepeople requirements define the HR strategy that then translates into specificHR initiatives that should directly support the attainment of HR strategy.Having this clear alignment allowed us to develop a strategy map, whichillustrates the cause and effect linkage between HR strategy and businessobjectives. Using the strategy map as the guide, we are then able to evaluatethe strategic objectives in terms of measures and outcomes. Lagging measuresand leading measures, indicators of future performance.Historically,we had a difficult time communicating to the business and maintaining its focuson the investments and initiatives designed to build employee capability. Strategicskill development, leadership development and employee development programmeswere all discussed with business leaders and generally accepted as valuable.However, when financial pressure was applied, these types of programmes werethe first to go. Nowwith measures, which link leadership development with competitive capability,people can see the relationship between investing in this programme andachievement of long-term business goals. Anearly benefit of the HR Scorecard work was that it provided a process for thesenior HR team to focus on a clear and common objective and establish a commonstrategy for the HR in support of business objectives. Everyone generallyagreed on a high-level strategy, “Be a partner to the business.” However,rarely did all of the HR leadership agree on how to implement the strategybecause each person had a different opinion about what being a business partnerreally meant and who exactly the customer was. Taking strategy and translatingit into a measurement and management model gave specific and operationaldefinitions for being a business partner and targeted business customers. Measuresdo not manage and simply tracking results was not the only intended use of theHR Scorecard. The challenge to use the information provided in the scorecard totake action to influence and improve business performance was the real valueadvantage of this tool. For example, one of the most important areas to managein terms of cost is employee turnover or “churn.” Turnover,particularly within target front-line workforce centres, is critical toproductivity and expense control. High turnover results in lower productivity,higher training, staffing and occupational health costs. The impact is acrossthe board and affects business profitability.Startingin 1998, with a new disciplined process using the HR Scorecard, our HRprofessionals tracked and analysed turnover statistics, determined reasons forturnover, calculated the negative financial impact, prescribed solutions,tracked improvement trends and showed dramatic results. In partnership with thebusiness leadership in targeted call centres, significant costs were avoided byreducing the regretted turnover. Linksbetween business processes and value chains to HR actions and services wereclearly defined as the HR Scorecard became a business tool that was understoodand used across the HR organisation. Not only are human capital initiativesneeded to increase employee value delivered to the business, they arevulnerable to business process changes and the measures taken in isolation canbe misleading. Forexample, in a regional call centre, our external business measures of customersatisfaction were going downwards and accelerating. When HR reviewed themeasures from the call centre from the HR Scorecard, there was no singleindicator that showed any direct relationship to the customer satisfactionissue. However,the measures together with input and analysis with line management pointed toan issue and solution not readily apparent. TheHR metrics showed a very low cost per hire, a very quick cycle time to filljobs and an average employee separation rate. On the surface nothing unusual,in fact the staffing metrics showed a high efficiency and cost control.Drilling deeper we saw a high cost of training, a very high separation rate forshort service employees and declining employee satisfaction for long-service employees.Furtheranalysis revealed that six months beforehand, a significant expense reductioneffort was put in place for this call centre. HR responded to the requiredreduced expense by changing talent pools and reducing the investments inselection methods. This action kept costs low while bringing in applicants whowere ready to start quickly but were harder to train and keep. It was a badtrade-off. It made sense to accept a longer cycle time and more cost to ensurethe right person was put in the right job.TheHR balanced scorecard has made it possible for HR managers to understand howthey align to business objectives. They are able to explain not only what theyare tracking, but also how they are performing on essential strategies for thebusiness. Businessenvironment and the objectives and strategies will continue to evolve and HRmanagers will continue to be flexible and creative in supporting the changes.The value of the HR Scorecard as a tool is that it can get us to the new goalsand measures and through the process ensure continued learning and changemanagement.HowCGE&Y tracked valueEmployerof ChoiceS Index. Cap Gemini Ernst & Young wanted to be able to understandregion-by- region how it rated in its ambition of not just being an”employer of choice” but being the “employer of choices”and one aspect was via its employee surveys. This offered a consistent set ofquestions embedded into all its local employee surveys so that all of itspeople have the ability to respond and that these then made up the employer ofchoiceS index. OnboardingSuccess: How could CGE&Y track and value the importance of the onboardingprocess so that it could focus its managers and leaders on the importance ofquickly enabling people to become productive and, more importantly, connectingthem emotionally to the organisation.TalentLoss: Showing the link between employee dissatisfaction and their manager andthen tracking the cost of talent loss. Showing financial numbers that relate tothis seemingly soft side can help to focus line management on their role inmotivating and retaining talent.LanceRichards is the former director, Global Human Resources at Teleglobe. He is nowmanaging director of Suddenly Global, an international HR consultancy [email protected] is global director, people relationship management, at Cap Gemini Ernst& YoungGarretF Waqlker is director of the IBM Learning Centrelast_img read more

Career track: Coleen Paterson, graduate team manager, Standard Life

first_img Previous Article Next Article Related posts:No related photos. Career track: Coleen Paterson, graduate team manager, Standard LifeOn 22 Jul 2003 in Personnel Today For the next seven months, Personnel Today will be continuing to follow thecareers of two HR professionals at financial services company Standard Life.This week, we hear the latest report from graduate Coleen Paterson, who lasttime out reported on her promotion to graduate team manager (Personnel Today,10 June). Here she outlines the challenges of her new role. I have settled well into my role as graduate team manager, and have enjoyedthe challenge of leading a strong team. No-one warns you that managing otherswill be as eye-opening, entertaining and stressful as it actually is, but theyalso don’t tell you how rewarding it can be when you get it right. I havediscovered a new level of appreciation for all the management theories Istudied a few years ago. Over the past few years, we have enjoyed a significant rise in the number ofgraduate applications to Standard Life’s training programmes. In the world ofonline recruitment, I suspect some graduates have developed a ‘cut and paste’mentality, hedging their bets by applying to a number of graduate recruiterswithout being selective about their applications. Therefore, the rise inapplications has not always led to an equivalent rise in the quality ofapplicants. This has resulted in three issues for my team to overcome: we have moreapplications to manage, we have to make clear to the students what ourexpectations are of them, and we have an increasing challenge in trying toattract the ‘best’ candidates. Attracting the ‘best’ graduates is what every graduate recruiter seeks todo, but I believe the ‘best’ are those that are right for your organisation, sothere is much more to consider than just their academic qualifications. Standard Life has additional challenges in attracting the best graduates aswe are a Scottish-based pensions company, which some may view as unappealing.It is our challenge to convey to students that Standard Life is a greatorganisation to work for, and that a graduate training programme here is a goodstart to any young person’s career. Having worked for the company for threeyears, enjoying my training and gaining a breadth of experience, I am goodexample of that. Since writing this column, Coleen has landed a new job as HR consultantat Halifax Bank of Scotland (HBOS) and has resigned from Standard Life. Comments are closed. last_img read more