ISO/TS 30428:2021
(Main)Human resource management — Skills and capabilities metrics cluster
Human resource management — Skills and capabilities metrics cluster
This document describes and defines the five metrics of skills and capabilities. This document also provides the formula for each metric and describes the common metrics which employ the five metrics. This document also highlights issues that need to be considered when interpreting the skills and capabilities data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).
Management des ressources humaines — Indicateurs de mesure pour les compétences et aptitudes
Le présent document décrit et définit les cinq mesures relatives aux compétences et aptitudes. Il indique également la formule pour chacune de ces mesures et décrit les indicateurs communs utilisant ces cinq mesures. Le présent document aborde également les questions à prendre en considération lors de l’interprétation des données liées aux compétences et aptitudes, notamment lorsqu’il s’agit de décider des interventions internes appropriées ou d’établir des rapports destinés aux parties prenantes externes (par exemple, les législateurs et les investisseurs).
General Information
Buy Standard
Standards Content (Sample)
TECHNICAL ISO/TS
SPECIFICATION 30428
First edition
2021-05
Human resource management —
Skills and capabilities metrics cluster
Management des ressources humaines — Indicateurs de mesure pour
les compétences et aptitudes
Reference number
©
ISO 2021
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2021 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Total development and training cost . 2
4.1 General . 2
4.2 Description . 2
4.3 Purpose . 2
4.4 Formula . 3
4.4.1 General. 3
4.4.2 Case study 1 . 3
4.4.3 Case study 2 . 4
4.4.4 Case study 3 . 4
4.5 Use . 5
4.5.1 General. 5
4.5.2 Internal users . 5
4.5.3 External users . 9
4.5.4 Academic users . 9
5 Percentage of employees who participate in training . 9
5.1 General . 9
5.2 Description . 9
5.3 Purpose .10
5.4 Formula .10
5.5 Use .11
6 Average formalized training hours per employee .12
6.1 General .12
6.2 Description .12
6.3 Purpose .13
6.4 Formula .13
6.5 Use .13
7 Percentage of employees who participate in formalized training by category .14
7.1 General .14
7.2 Description .15
7.3 Purpose .15
7.4 Formula .15
7.5 Use .16
8 Workforce competency rate.17
8.1 General .17
8.2 Description .17
8.3 Purpose .18
8.4 Formula .18
8.5 Use .20
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
iv © ISO 2021 – All rights reserved
Introduction
ISO 30414 highlights guidelines on the following core human capital reporting (HCR) clusters or areas:
— compliance and ethics;
— costs;
— diversity;
— leadership;
— organizational culture;
— organizational health, safety and well-being;
— productivity;
— recruitment, mobility and turnover;
— skills and capabilities;
— succession planning;
— workforce availability.
This document deals specifically with the cluster of metrics in the skills and capabilities area of
ISO 30414. Future documents will address other learning and development metrics, including measures
for informal or unstructured learning.
Organizations invest significant sums to increase the skills and capabilities of their employees. The
expectation is that this investment will help the organization accomplish its mission, achieve its goals
and address its critical needs at lower cost or in less time. Research has shown that organizations which
invest more in their employees tend to perform better. Furthermore, investing in employee skills and
capabilities is often critical to attracting and retaining the most desirable employees. Finally, in many
organizations, investing in the skills and capabilities of employees leads to higher employee engagement,
which is associated with higher motivation and productivity in addition to higher retention.
For all these reasons, investors, analysts and employees will benefit from greater transparency about
the investment in skills and capabilities. Investors and analysts can value an organization more highly
if it invests in its employees. Existing employees can find greater opportunities to grow and develop
if the organization invests more heavily in their skills and capabilities. And job seekers can be more
attracted to an organization that invests in its people.
Given the significant investment organizations make in their human capital, it is important to be able
to accurately and consistently measure the cost of this investment. It is also important to understand
how many employees participate in formal training, how much training they receive and what type
of training is provided. Senior leaders, as well as learning and development professionals, will also be
interested in the competency levels of the workforce, both as a guide to the need for training and as
a reflection of the impact of the investment in skills and capabilities. In other words, investment in
human capital should produce a more competent workforce which in turn will help the organization
succeed.
The metrics within the skills and capabilities cluster as documented in ISO
...
TECHNICAL ISO/TS
SPECIFICATION 30428
First edition
2021-05
Human resource management —
Skills and capabilities metrics cluster
Management des ressources humaines — Indicateurs de mesure pour
les compétences et aptitudes
Reference number
©
ISO 2021
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2021 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Total development and training cost . 2
4.1 General . 2
4.2 Description . 2
4.3 Purpose . 2
4.4 Formula . 3
4.4.1 General. 3
4.4.2 Case study 1 . 3
4.4.3 Case study 2 . 4
4.4.4 Case study 3 . 4
4.5 Use . 5
4.5.1 General. 5
4.5.2 Internal users . 5
4.5.3 External users . 9
4.5.4 Academic users . 9
5 Percentage of employees who participate in training . 9
5.1 General . 9
5.2 Description . 9
5.3 Purpose .10
5.4 Formula .10
5.5 Use .11
6 Average formalized training hours per employee .12
6.1 General .12
6.2 Description .12
6.3 Purpose .13
6.4 Formula .13
6.5 Use .13
7 Percentage of employees who participate in formalized training by category .14
7.1 General .14
7.2 Description .15
7.3 Purpose .15
7.4 Formula .15
7.5 Use .16
8 Workforce competency rate.17
8.1 General .17
8.2 Description .17
8.3 Purpose .18
8.4 Formula .18
8.5 Use .20
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
iv © ISO 2021 – All rights reserved
Introduction
ISO 30414 highlights guidelines on the following core human capital reporting (HCR) clusters or areas:
— compliance and ethics;
— costs;
— diversity;
— leadership;
— organizational culture;
— organizational health, safety and well-being;
— productivity;
— recruitment, mobility and turnover;
— skills and capabilities;
— succession planning;
— workforce availability.
This document deals specifically with the cluster of metrics in the skills and capabilities area of
ISO 30414. Future documents will address other learning and development metrics, including measures
for informal or unstructured learning.
Organizations invest significant sums to increase the skills and capabilities of their employees. The
expectation is that this investment will help the organization accomplish its mission, achieve its goals
and address its critical needs at lower cost or in less time. Research has shown that organizations which
invest more in their employees tend to perform better. Furthermore, investing in employee skills and
capabilities is often critical to attracting and retaining the most desirable employees. Finally, in many
organizations, investing in the skills and capabilities of employees leads to higher employee engagement,
which is associated with higher motivation and productivity in addition to higher retention.
For all these reasons, investors, analysts and employees will benefit from greater transparency about
the investment in skills and capabilities. Investors and analysts can value an organization more highly
if it invests in its employees. Existing employees can find greater opportunities to grow and develop
if the organization invests more heavily in their skills and capabilities. And job seekers can be more
attracted to an organization that invests in its people.
Given the significant investment organizations make in their human capital, it is important to be able
to accurately and consistently measure the cost of this investment. It is also important to understand
how many employees participate in formal training, how much training they receive and what type
of training is provided. Senior leaders, as well as learning and development professionals, will also be
interested in the competency levels of the workforce, both as a guide to the need for training and as
a reflection of the impact of the investment in skills and capabilities. In other words, investment in
human capital should produce a more competent workforce which in turn will help the organization
succeed.
The metrics within the skills and capabilities cluster as documented in ISO
...
SPÉCIFICATION ISO/TS
TECHNIQUE 30428
Première édition
2021-05
Management des ressources
humaines — Indicateurs de mesure
pour les compétences et aptitudes
Human resource management — Skills and capabilities metrics
cluster
Numéro de référence
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2021
Tous droits réservés. Sauf prescription différente ou nécessité dans le contexte de sa mise en œuvre, aucune partie de cette
publication ne peut être reproduite ni utilisée sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique,
y compris la photocopie, ou la diffusion sur l’internet ou sur un intranet, sans autorisation écrite préalable. Une autorisation peut
être demandée à l’ISO à l’adresse ci-après ou au comité membre de l’ISO dans le pays du demandeur.
ISO copyright office
Case postale 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Genève
Tél.: +41 22 749 01 11
E-mail: copyright@iso.org
Web: www.iso.org
Publié en Suisse
ii
Sommaire Page
Avant-propos .iv
Introduction .v
1 Domaine d’application . 1
2 Références normatives .1
3 Termes et définitions . 1
4 Coûts totaux de développement et de formation . 2
4.1 Généralités . 2
4.2 Description . 2
4.3 Finalité . 3
4.4 Formule . 3
4.4.1 Généralités . 3
4.4.2 Étude de cas 1 . 4
4.4.3 Étude de cas 2 . 4
4.4.4 Étude de cas 3 . 5
4.5 Utilisation . 6
4.5.1 Généralités . 6
4.5.2 Utilisateurs internes . 6
4.5.3 Utilisateurs externes . 10
4.5.4 Utilisateurs universitaires. 10
5 Pourcentage d’employés ayant participé à une formation .11
5.1 Généralités . 11
5.2 Description . 11
5.3 Finalité . 11
5.4 Formule . 11
5.5 Utilisation .12
6 Heures de formation suivie et tracée par employé en moyenne .14
6.1 Généralités . 14
6.2 Description . 14
6.3 Finalité . 14
6.4 Formule . 15
6.5 Utilisation . 15
7 Pourcentage d’employés ayant participé à une formation suivie et tracée par
catégorie .16
7.1 Généralités . 16
7.2 Description . 17
7.3 Finalité . 17
7.4 Formule . 17
7.5 Utilisation . 18
8 Taux de compétence de la main-d’œuvre .20
8.1 Généralités . 20
8.2 Description . 20
8.3 Finalité . 20
8.4 Formule . 20
8.5 Utilisation . 23
iii
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération mondiale d'organismes
nationaux de normalisation (comités membres de l'ISO). L'élaboration des Normes internationales est
en général confiée aux comités techniques de l'ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l'ISO participent également aux travaux.
L'ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient, en particulier, de prendre note des différents
critères d'approbation requis pour les différents types de documents ISO. Le présent document a
été rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2 (voir
www.iso.org/directives).
L'attention est attirée sur le fait que certains des éléments du présent document peuvent faire l'objet de
droits de propriété intellectuelle ou de droits analogues. L'ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l'élaboration du document sont indiqués dans l'Introduction et/ou dans la liste des déclarations de
brevets reçues par l'ISO (voir www.iso.org/brevets).
Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un
engagement.
Pour une explication de la nature volontaire des normes, la signification des termes et expressions
spécifiques de l'ISO liés à l'évaluation de la conformité, ou pour toute information au sujet de l'adhésion
de l'ISO aux principes de l’Organisation mondiale du commerce (OMC) concernant les obstacles
techniques au commerce (OTC), voir www.iso.org/avant-propos.
Le présent document a été élaboré par le comité technique ISO/TC 260, Management des ressources
humaines.
Il convient que l’utilisateur adresse tout retour d’information ou toute question concernant le présent
document à l’organisme national de normalisation de son pays. Une liste exhaustive desdits organismes
se trouve à l’adresse www.iso.org/fr/members.html.
iv
Introduction
L’ISO 30414 fournit des lignes directrices concernant les principaux indicateurs de mesure ou domaines
du bilan du capital humain (BCH) suivants:
— conformité et éthique;
— coûts;
— diversité;
— leadership;
— culture organisationnelle;
— santé, sécurité et bien-être au sein de l’organisation;
— productivité;
— recrutement, mobilité et renouvellement du personnel (turnover);
— compétences et aptitudes;
— planification de la relève;
— disponibilité de la main-d’œuvre.
Le présent document aborde plus particulièrement les indicateurs de mesure dans le domaine des
compétences et aptitudes de l’ISO 30414. Les documents à venir aborderont d’autres mesures relatives
à l’apprentissage et au développement, y compris l’apprentissage informel ou non structuré.
Les organisations réalisent des investissements conséquents pour augmenter le niveau de compétences
et d’aptitudes de leurs employés. Il est attendu que ces investissements aident l’organisation à réaliser
sa mission, à atteindre ses objectifs et à répondre à ses besoins critiques tout en réduisant les coûts
ou les délais. D’après les recherches, les organisations qui investissent le plus pour leurs employés ont
tendance à obtenir de meilleures performances. En outre, investir dans les compétences et aptitudes de
son personnel est souvent critique pour attirer et retenir les employés les plus précieux. Enfin, investir
dans les compétences et aptitudes des employés favorise, pour de nombreuses organisations, une
implication accrue des employés, ce qui augmente la motivation, la productivité ainsi que les taux de
rétention.
C’est pour toutes ces raisons qu’une plus grande transparence concernant les investissements
relatifs aux compétences et aptitudes bénéficie aux investisseurs, aux analystes et aux employés.
Les investisseurs et les analystes peuvent mieux valoriser une organisation si cette dernière investit
dans ses employés. Les employés existants peuvent profiter de plus d’opportunités de progresser et
de se développer si l’organisation investit plus dans leurs compétences et aptitudes. Les personnes en
recherche d’emploi p
...
Questions, Comments and Discussion
Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.