Why use Saratoga?

More and more, we hear organisations acknowledging that employees are their most important asset. These organisations recognise that human capital is the biggest single factor affecting their bottom line. Quantifying the contribution of human capital, however, remains in most cases a stretch target.

With an emphasis on cutting operating costs, HR departments are increasingly being asked to demonstrate their own value and how investing in the workforce drives revenue and influences the top and bottom line.

Why use Saratoga?

• Understand how leveraging human capital can contribute to greater organisational performance;
• Understand the effectiveness of human capital management practices compared to similar organisations;
• Measure the efficiency of HR practices;
• Provide ratios to address specific issues;
• Justify the business case for focusing on people;
• Develop evidence-based human capital strategies;
• Align HR as a strategic partner to the business;
• Scrutinise workforce performance trends;
• Inform the content of balanced scorecards;
• Demonstrate the path to best practice; and
• Link human capital to shareholder value.

• With the appointment of a new HR Director who quickly needs to understand the current HR and business priorities and make an impact.
• After a merger, acquisition, restructuring or other corporate activity has taken place.
• When HR priorities are unclear and do not tie into business strategy.
• During a period of change when the role of HR is unclear.
• If the HR function is under pressure to reduce costs and demonstrate added value.
• When anecdotal feedback suggest poor service quality and inefficient HR processes, but there is a lack of hard evidence.
• When outsourcing of all or some HR processes is being considered.
• When considering transforming the HR function.