HR Balance Sheet Do you have one ? If not, can you build one ?
Ramakrishna Krovvidi, Senior Vice President – OD, du. Supported by Mahesh, Senior Director – Total Rewards, du
Pay‐for‐Performance ?
What can’t be measured can’t be managed!! Then…… Are we really managing well our Human Assets??
Pay‐for‐Performance ?
Pay‐for‐Performance ?
Agenda
• HR Effectiveness • Predictive Organization Performance • HR Balance Sheet
Pay‐for‐Performance ?
Key Topics
• HR Effectiveness • Predictive Organization Performance • HR Balance Sheet
Structural Requirements to be effective HR ? Pay‐for‐Performance ?
•
Does your HR Head report to CEO?
•
Does your HR Head interact with Board/Remco?
•
How much time your HR head spends with CEO and on what topics?
•
Is your HR Head at same job level and pay as of any Business Unit Head reporting to CEO?
Do you Evaluate effectiveness of your HR Pay‐for‐Performance ? Frameworks ? HR Philosophy
Systems
Strategic HR
People Capabilities
Employee Value Proposition
Life Cycle Mgmt
Customer Centric Measures to Focus on… Pay‐for‐Performance ? • Employee Engagement Score • Attrition Rate • L&D ROI • End to End cycle times • Critical Roles Analysis & Succession Identification • Growth Opportunities per Person
A Check to ensure HR effectiveness Pay‐for‐Performance ?
• HR is seen as Human Asset Development and not a cost center • All Compensations are seen as investments (not as costs) and measured as % of value share.
BSC of Strategic HR’s, always ensures the balance Pay‐for‐Performance ? Less of
More of
Pay‐for‐Performance ?
Pay‐for‐Performance ?
Key Topics
• HR Effectiveness • Predictive Organization Performance • HR Balance Sheet
Organization Architecture Pay‐for‐Performance ? Shareholding
Systems & Processes
Organization Architecture
Structure & Sizing
Strategy
People Architecture Pay‐for‐Performance ? Leadership
Managers HR Infrastructure & Culture
Pay‐for‐Performance ?
Understand your Organization’s Pay‐for‐Performance ? Unique Performance Model Environment impact
Organization Performance
=
Organization Architecture
X
+‐
People Architecture
Pay‐for‐Performance ?
Key Topics
• HR Effectiveness • Predictive Organization Performance • HR Balance Sheet
Tangible Assets: How important are they? Pay‐for‐Performance ?
In today’s context most of many companies market value is “Intangible Asset”
Before we evaluate Human Capital…. Pay‐for‐Performance ? If people are most important “Asset”…. Where are they on your Financial Statements? •
Expense side in Income statement!
•
Liabilities (pensions..) in Balance sheet!!
Before we evaluate Human Capital…. Pay‐for‐Performance ? One Should exercise caution of the following: • Be clear of the “purpose” • There is no right or wrong method but some principles prevail • Some of the Accounting principles might not be valid in Human Asset Valuation • Not Making it too complex
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation Principle Older the Asset = Lower Always true in the book value Accounting Newer the Asset = Higher the book value Generally experienced employees value is higher than fresh recruits…
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation 5 $ note = Each note worth the same
Principle Always true in Financial Accounting
Is value of each employee the same?…..
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation
Principle
Always true in 10 Employees Leaving Company = Headcount & Financial Accounting cost less by 10 heads What if these 10 employees are the most critical talent?…..
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation 4 + 4 = 8 4 ‐ 4 = 0
Principle Always true in Mathematics & Accounting
Does this hold true in the context of Human Capital Dynamics?? (team dynamics, multiplier effect, environment & culture impact!)
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation Principle Non Performing Asset = Always true in Write‐off by same value Accounting DISENGAGED employee destroys value by many folds… also cost of disengagement is not linear…
Some Complexity….How does the equation work? Pay‐for‐Performance ? Equation Principle Future Value of Asset = Always true in Apportioned @rate of Accounting interest or cost of capital Human POTENTIAL is unlimited…….also INNOVATION breakthrough can enhance value exponentially…..
Few Models for HC Valuation in Practice Pay‐for‐Performance ?
• Historical Cost • Replacement Cost • Opportunity Cost • The Lev‐Schwartz (PV of Future Earnings) Method
Few Models for HC Valuation in Practice Pay‐for‐Performance ?
Historical Cost • All costs related to Acquiring, T&D and capitalized and amortized
Major Limitations: Doesn’t take into effect value created, not all costs of employee are considered (salaries!)
Few Models for HC Valuation in Practice Pay‐for‐Performance ?
Replacement Cost • Costs of hiring similar qualified resources if the organization were to be built from scratch
Major Limitations: Doesn’t take into effect value created, each employee value is different hence the replacement cost
Few Models for HC Valuation in Practice Pay‐for‐Performance ?
Opportunity Cost • Divisional heads bidding for the services of various people they need
Major Limitations: value of a person on a particular job is different than another job in other division, Management costs
Few Models for HC Valuation in Practice Pay‐for‐Performance ?
The Lev‐Schwartz Method • Present value of employees future salaries till retirement
Major Limitations: it’s only input oriented, value creation is not considered, Innovation & future potential not considered
However, today we will discuss 2 Models Pay‐for‐Performance ? (potential alternatives) Model 1 ‐ Inside Out Model
• A Bottom‐Up approach based on earnings generated and replacement costs. Model 2 ‐ Market Value Model
• An External Value perceived by the market based on Share Price appreciation and opportunity cost of alternate investment.
Model 1 (Inside Out Model)
33
Model 1 – Pay‐for‐Performance ?
Human Capital Value
Area
1. Retained Earnings 2. Dividends Paid 3. Replacing Costs of Current HC
Total Human Capital Value = 1+2+3
Value (AED in Million)
1. Retained Earnings of the Company Pay‐for‐Performance ?
For the Model, Lets take it as 1,000 Million
Source: Annual Reports
2. Dividends Paid till date Pay‐for‐Performance ?
Source: Annual Reports
Year
Dividend (AED 000)
2011
@ 685
2012
@ 1,371
2013
@ 1,874
2014
@ 1,462
Total
@5,392
3. Replacing Cost of Current Human Capital Pay‐for‐Performance ?
Category
% of Head Count
Head Count*
Average Annual Gross
Replacement Cost as % of Annual Gross
Total (AED Mill)
Key Talent
5%
75
@ 0.75 Mill
200%
112.5
Senior Mgmt
10%
150
@ 1 Mill
150%
225.0
Middle Mgmt
25%
375
@ 0.5 Mill
100%
187.5
Others
60%
900
@ 0.3 Mill
70%
189.0
Total * On an Assumed Head Count of 1500
714.0
Model 1 – Pay‐for‐Performance ?
Human Capital Value
Area
Value (AED in Million)
1. Retained Earnings
@1,000
2. Dividends Paid
@ 5,392
3. Replacing Costs of Current HC
@ 714
Total
@ 7,106
Human Capital Asset Value Trend Pay‐for‐Performance ? 8
7
6
5
4
3
2
1
0 HC Value Y1
Y2
Y3
Y4
Model 2 (Outside‐In)
40
Model 2 – Pay‐for‐Performance ?
Human Capital Value
Area
Value
A. Current Shareholder’s Investment Worth (Less:) B. Opportunity Cost (Less:) C. Shareholder Investment
Total = A – (B+C)
1. Shareholders Investment Pay‐for‐Performance ?
Area Total Number of Equity Shares Face Value of 1 Share
Total Shareholder Investment
Value @ 4,571 Mill AED @1 AED
= 4,571 Million AED
2. Opportunity Cost of Shareholder’s Investment Pay‐for‐Performance ?
Area Amount Invested Potential Interest Rate Number of Years till 2014 Interest Gain
Value @4,571 M AED @ 2% 9 = 4,571 M * 2% * 9 = 855 M AED
3. Current Shareholder’s Investment Worth Pay‐for‐Performance ?
Area
Value
Current Share Price
@5.15 AED
No of Shares
@4,571 M
Shareholder Investment Worth
@ 23.5 Billion
Model 2 – Pay‐for‐Performance ?
Human Capital Value
Area
Value
A. Current Shareholder’s Investment Worth
@ 23.5 Billion
(Less:) B. Opportunity Cost
@ 0.85 Billion
(Less:) C. Shareholder Investment
@ 4.57 Billion
Total @ 18 Billion AED
The Range of Human Capital Value Pay‐for‐Performance ?
Model 1
AED 7.1 Billion Model 2
AED 18 Billion
Human Capital Valuation can be used for… Pay‐for‐Performance ?
• Decisions in Investing in People • Designing Pay for Performance Programs • Business Cases for Retention Schemes
Some Constraints for not reporting HC Pay‐for‐Performance ? • Companies don’t “Own Human resources” • Is it because GAAP/FASB or IFRS doesn’t “Mandate” • No established/widely accepted principles • Not sufficient “R&D” to advance this topic • Lack of intent from CFOs/CHROs/CEOs/Boards
Pay‐for‐Performance ?
Let us be “Roughly Right” by starting HC valuation & HR Balance Sheet rather than…. “Grossly Wrong” by not measuring it
Pay‐for‐Performance ?Next Steps….
Can you Champion this cause? and Will your Company publish Human Capital Value & Balance Sheet??
The Future : 3 ‐ Pay‐for‐Performance ?
Ps
Planet
People Profit
Thank You….