The Human Capital Balance Sheet in M&A: Bringing expectations to life

Posted by Michael Fuchs, Ami Louise Rich, and Alisa Locricchio on March 25, 2019.

The typical M&A transaction can be thought of containing two main phases: Phase 1 is the run-up to Day 1—an intense period of targeting, deal strategy, due diligence, and Day 1 planning focused on maximizing potential value while just getting the deal done. Phase 2 addresses the longer term vision of the transaction from Day 2 and beyond—focusing on the most effective and efficient way to achieve all the strategic, financial, operational and functional objectives laid out during Phase 1. A focus on the Human Capital Balance Sheet is a critical way in which an organization can bring Day 1 expectations in sync with Day 2+ realities.

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No more sitting on the sidelines

Three large employers joining forces to tackle health care shows inaction is not a strategy to create an irresistible employee experience and optimize your Human Capital Balance Sheet

Posted by Robert A. Dicks, Erica Volini, and David Buck on March 5, 2018.

When three large employers announced they’ve partnered to upend how their employees receive health care, it was a wake-up call for many organizations to rethink the traditional boundaries for how and where they can affect change and drive greater value—not just for the bottom line, but also to help create better experiences for their workforce. The opportunity is immense: Opening the aperture on health care helps create the ability to drive enterprise value and reward shareholders at the same time as hitting the employee trifecta:

  • Derive greater value from every dollar of human capital investment
  • Provide greater value to the workforce
  • Demonstrate commitment to improving employee experience

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The Human Capital Balance Sheet

A new perspective for understanding workforce investment, risk, and value

Posted by Robert A. Dicks, Michael Fuchs and Brandon Smith on February 14, 2018.

Considering how much company spend and risk is tied to employees, it’s surprising that organizations seldom use the same rigor for human capital investments as they do for business investments. All too often, the question we hear business leaders ask is, “How do I reduce human capital costs?” What leaders should be asking is: “How do I ensure that I get appropriate value from the money I’m willing to invest in my people?”

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