Human Capital Chronicles

Each story highlights a common theme or issue faced by many organizations today regardless of industry, and as they progress throughout the series, the obstacles and analytics applied increase in complexity and value. While the organizations and characters within the stories are fictional, the challenges and questions are based on actual events. Additionally, all financial and people measures and metrics are derived from current industry research and benchmarks.

As the characters take on bigger and bigger challenges, hit road blocks and increase their knowledge and capabilities, the reader has an opportunity to learn from their mistakes and successes.

Industries profiled include financial services, retail, technology and healthcare, among others, and stories are ranked on a five-point scale, reflecting their level in HCMI’s human capital evolution model.

Our goal is to present entertaining and informative workforce stories, with a Dilbert meets Harvard Business Review feel, that provide an exciting new avenue for readers to gain insights and ideas on ways to utilize workforce analytics and planning at their organizations. To our knowledge, we are unique in this approach, presenting case studies with key themes and processes, methodologies and specific solutions for action. Themes included cover some of the most critical issues organizations face today:

  • Metrics, Structure and Standards – Identifying critical measures and establishing process and data standards
  • Recruiting – Leveraging talent acquisition strategy to build high performing organizations
  • Turnover/Retention – Identifying key drivers, outcomes, and how to retain your organizations best employees
  • Mobility – Build and develop top talent in your organization without paying top dollar
  • Center of Excellence – Setting the stage for success: key learnings as you grow your organization’s workforce planning and analytics function
  • Leadership/Management – Defining leadership excellence and introducing new strategies and metrics to evaluate and grow your organizations managers
  • Performance/Productivity – Using productivity measures to create position profiles and identify and develop your organizations top talent
  • Cost/Optimization – Introducing “Total Cost of Workforce,” and other critical measures and methodologies to more effectively manage costs and optimize workforce strategy


  •  “Everyone is a Star, but Productivity Sucks” (Financial Services)
    Story Background:
     Scofield Financial is a midsized financial services company with approximately 16,500 employees. The culture is hard driving, with high expectations and lots of pressure from upper management. While employee morale is far from stellar, the environment does lend itself to new and advanced ideas, rapid completion of projects and an openness to change. In the story, Art Crandall, the director of Performance Management and Analytics, is tasked with investigating the organization’s increasing rate of high performer turnover, and after thorough analysis and no shortage of headaches, discovers a very unexpected source.
  •  “The Chicken or the Egg: Measurements vs. Standards” (Retail)
    Story Background: ValShop is a large retail organization with approximately 40,000 employees and 250 locations throughout North America. While the organization is a very metrics driven culture, HR has historically struggled to deliver basic reporting and analysis.
  •  “Challenging the Status Quo” (Other/Conglomerate)
    Story Background: General Products is a large conglomerate with five large lines of business and approximately 55,000 employees. While General Products has enjoyed steady growth, increased competition and the economy have resulted in declining profit margins, and the leadership team has focused on cost cutting and workforce optimization.
  • “Anyone Can Do Analytics” (Healthcare)
    Story Background: Health Link is a healthcare company with 85 locations, over 12,000 licensed beds and approximately 31,500 employees. Top management at Health Link are concerned with workforce knowledge and talent loss due to increasing retirements, particularly among their critical jobs.
  • “Guarding the Wrong Gate” (Financial)
    Story Background: Scofield Financial is a financial company with 115 locations with over 16,500 employees. It has Annual Revenue of $2.8B and Market Cap of $7.4B. CEO decided the company was giving away too much money in promotions and salary increases outside of the annual review process.

Other Stories Coming Soon

  • “Why Employees are like Peanut Butter and Napkins” (Technology)
  • “Measuring People is Simple, Why Can’t You Get it Right?” (Retail)

Have comments or ideas about the Human Capital Chronicles? Send us an email and let us know at