As an HR manager, you're expected to use financial data to make decisions, allocate resources, and budget expenses. But if you're like many human resource practitioners, you may feel uncertain or uncomfortable incorporating financial numbers into your day-to-day work. In Financial Intelligence for HR Professionals, Karen Berman and Joe Knight tailor the groundbreaking work they introduced in their book Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean to present the essentials of finance specifically for HR experts. Drawing on their work training tens of thousands of managers and employees at leading organizations worldwide, Berman and Knight provide you with a deep understanding of the basics of financial management and measurement, along with hands-on activities to practice what you are reading. You'll discover: · Why the assumptions behind financial data matter · What your company's income statement, balance sheet, and cash flow statement really reveal · How to use ratios to assess your company's financial health · How to calculate return on investment · Ways to use financial information to support your business units and do your own job better · How to instill financial intelligence throughout your team Authoritative and accessible, this book empowers you to "talk numbers" confidently with your boss, colleagues, and direct reports--and with the finance department.
This new volume familiarizes readers with the very relevant concepts of human resources and finance in Industry 4.0.
Explains what business numbers mean and why they matter, and addresses issues that have become more important in recent years, including questions about the financial crisis and accounting literacy.
You'll discover: · Why the assumptions behind financial data matter · What your company's income statement, balance sheet, and cash flow statement reveal · How to use ratios to assess your company's financial health · How to calculate ...
The assumptions are that completion of her MBA would increase this employee's value to your firm by 10, 20, 30, ... simple to determine the maximum you should spend per year to reduce turnover costs by 25% (.25 × $600,000 = $150,000).
... first to see whether somebody was messing around with the revenue numbers. Unfortunately, it is all too common. Costs and Expenses No Hard-and-Fast Rules 7.
HR (human resources) finance and budgeting concepts (interpreting financial statements, reporting human capital, time value of money, business valuation concepts, etc.) are featured.
Campbell, J. P., “Training Design for Performance Improvement,” in Productivity in Organizations, ed. J. P. Campbell and R. J. Campbell (San Francisco: Jossey-Bass, 1988). Boudreau and Ramstad, 2007. Morrow et al., 1997. Ibid.
This practical text presents a results-based approach to HR accountability, which explains how to: Uncover and monitor the costs of HR programs Develop programs emphasizing accountability Collect data for evaluation Measure the contribution ...
Essential resources for training and HR professionals Kenneth H. Silber and Lynn Kearny Organizational Intelligence A Guide to Understanding the business of your organization for HR, Training, and Performance Consulting Organizational ...
460, 462 Maznevski, M.L. 442, 459, 472 Mead, C. 471 Meade, J. 481 Melone, F. 458 Mendenhall, M. 43, 438, 441, 445, 447, 456, 457, 458, 460, 461, 463, 468, 469, 470, 473, 475, 477, 478, 479 Mercer, W.H. 474, 476, 477 Mesdag, ...