The Average FORTUNE 500 firm spends $3 billion, in any given year through compensation, benefits, and other perquisites on "human capital." Most organizations treat people-related costs as expenses, rather than strategic investments with the ability to attract, motivate, and retain talent - to ultimately impact shareholder value.

When it comes to making decisions about people issues and programs, intuition isn't enough. In order to make superior business decisions, management needs data-based insights beyond headcounts, turnover, and cost-per-hire. Human Capital Analytics can measure the immeasurable through:
1. A proven quantifiable link to value creation, allowing "people-related" decisions to be evaluated and prioritized with the same financial rigor as traditional capital planning methods
2. Alignment with the organization's growth objectives, enabling greater certainty of future cash flows - the lynchpin for building long-term value
3. Predictive leading indicators of future business results
4. Standardized metrics, for comparability across functions, business units, and even other companies

The era of making people-related decisions in the dark is over. This track will examine the strategic impact that Human Capital Analytics can have on any organization's human capital decisions.

Through tools like conjoint analysis, firms can identify the benefits and rewards that are important to their employees, and re-allocate or reduce spend to more effectively meet the needs of their employees. By using several cost-effective tools, companies can achieve "nirvana" --- a more satisfied workforce and a reduction in total rewards costs and attrition. In this webcast you will learn how Hewitt has helped several firms reach meet these competing demands, by collecting preference data, tying it to benefit cost data, and re-working existing total rewards structures.