Assessment of human capital of an enterprise employee. Comparative analysis of methods and indicators for assessing human capital of enterprises

1.4 Methods for assessing human capital

The world around us, with all its diversity, is arranged in such a way that processes and phenomena in nature and society are subject to certain rules. In other words, there are typical, established, repeatedly repeated, universal relationships and connections, both between the processes themselves and between the indicators that characterize them. These can be relationships of a cause-and-effect nature (a given cause always gives rise to a given effect), stable dependencies between simultaneously manifesting different aspects of the same process, or repeatedly manifesting the same type of results of the interaction of different phenomena. Universal universal ways of “behavior” of all things in the world, phenomena of a given kind, objectively characteristic of all, are usually called laws.
Quite often we hear about the existence and manifestation of economic laws that characterize the typical features of relationships and interactions between parts and elements of an economic system, including people participating in economic processes. Usually this means the presence of universal, constantly observed connections and relationships between production, distribution, exchange, consumption of things, goods, services and indicators characterizing these processes.
The oldest documents that recorded the rules and norms of economic behavior of citizens, the relationship between them and the state, between slave and master, and monetary relations can be considered laws.
The laws of Manu, which prevailed in India in the 6th century BC, regulated property rights and relations.
The eminent economist Alfred Marshall wrote that “the formulation of economic laws takes into account how a person tends to act under certain conditions. In one respect they resemble physical laws: both presuppose the existence of certain conditions. The laws of human behavior are, of course, not simple, defined and not as clearly established as the law of universal gravitation, but many of them can be classified as natural laws dealing with a complex subject of study.”
Economic laws determine the order of functioning of economic categories at the micro level. Category They call economic an extremely general, fundamental concept that reflects the most essential, natural connections of the system of industrial relations.
At the same time, economic theory paid due attention to man.
Currently, the search for ways to enhance the human factor within an organization and take into account the socio-psychological characteristics of all members of the workforce is one of the decisive conditions for increasing the efficiency of any organization. Domestic organizations are facing fundamentally new challenges. If initially these were issues of stimulating employees and retaining highly qualified specialists at the enterprise, now they are about creating a comprehensive system for ensuring a high quality of working life for employees. Under these conditions, the development of a management concept social development organization and the creation on its basis of a model of social management of the organization will contribute to the most effective achievement of the organization’s goals.
Thus, for Russian organizations, the transition from a bureaucratic (administrative) to a social management paradigm, according to which a person is viewed as a non-renewable resource, is becoming relevant. main element sociotechnical organization. In this regard, the emphasis is on enhancing the role of a person, on strengthening his influence on social groups and teams with the aim of organizing and coordinating their activities. The main task of managing the social development of an organization in accordance with this paradigm is to improve the quality of working life of the organization's employees.
The economic or old paradigm considered a person as one of the factors in the production process, as an element of the labor process. Thus, a person in the management process was presented as an object of management, performing a certain function, namely the function of labor, measured through working time. The organization's personnel were considered as ordinary, renewable, and not as a unique, irreplaceable resource, therefore, practically no attention was paid to the socio-psychological climate at work. The economic paradigm, having placed the cost approach to man at the forefront, has developed specific tools for its implementation “ scientific management”, most clearly embodied in “Taylorism”.
Thus, the system of industrial relations is reflected in science through a system of categories. Identifying the system of categories in economics makes it possible to reveal the logic of its development, the natural transformation of the structure of its concepts and thereby adequately reflect the realities of economic life.
Labor resources are the most important and active part of society's resources. This is the able-bodied part of the population with the physical and intellectual abilities to labor activity, which can produce material goods or provide services.
There are the following criteria for the effectiveness of the division of labor:
1. Technical criteria for the effectiveness of the division of labor are determined by the capabilities of equipment, tools, devices, and requirements for consumer qualities of products.
2. The economic focus of improving the division of labor is to achieve savings in labor and material costs, which, in turn, leads to a reduction in production costs and an increase in enterprise profits. Economic criteria for the division of labor are: working time and material costs for performing work, the degree of use of workers' qualifications, the duration of the production cycle for manufacturing a product, the level of labor productivity, production costs, and enterprise profit.
3. Psychophysiological criteria for the division of labor are indicators of human performance, which depend on sanitary and hygienic working conditions, on the degree of severity and psychologically uneven intensity of work, on the distribution physical activity with mental ones.
4. Social criteria The division of labor is served by team stability, low staff turnover, high labor discipline, good interpersonal relationships between interacting workers, a high level of their social activity, satisfaction with the content and working conditions.
Education is of great social and economic importance. It is characterized by the percentage of literate people, the average number of years of education, etc. Forecasting population size is very important. It allows you to identify expected changes in population size, estimate demographic situation, determine the number of labor resources.
The labor potential of an enterprise is the maximum possible participation of workers in production, taking into account their psychological characteristics, level of professional knowledge and accumulated experience. When determining its value, it is important to choose the right measurement indicator, namely man-hour. The amount of labor potential can be determined at any level: society, enterprise, person.
It is necessary to correctly identify the group of people with different levels of potential participating in social production. Moreover, the duration of the calendar period of such participation of individual workers is not always an unambiguous criterion for the magnitude of potential. For example, men and women in force physiological characteristics organisms, other things being equal, for the same unit of working time produce different amounts of consumer values ​​(they perform unequal amounts of work). These and other features must be taken into account when grouping workers according to the main characteristic, which are in this case ability and opportunity to participate in socially useful work.
Assessing human productive abilities, as well as the cost-effectiveness of developing these abilities and increasing labor productivity has been and remains one of the key problems economic theory and management. To carry out such calculations, scientists and practitioners have proposed a wide variety of methods and tools that take into account the quantitative and qualitative characteristics of a person’s abilities and skills, suggesting the expression of the amount of human capital accumulated by individuals, firms and society as a whole, the volume of investments in human capital from various sources, competitive benefits derived from the accumulation of human capital. This is because in management the human component is the most burdensome of all assets. The almost limitless variety and unpredictability of people makes them incredibly difficult to evaluate, much more difficult than any electromechanical assembly that comes with prescribed practical specifications. However, humans are the only element that has the ability to produce value. All other variables - money and credit, raw materials, factories, equipment and energy - can offer only inert potentials. By their nature they do not add anything and cannot add anything until a person, be it the lowest skilled worker, the most skillful professional or the highest level manager, does not use this potential by making it work.
It is believed that the first cost estimates for measuring the value of an able-bodied person were used by V. Petty, who estimated the value of the stock of human capital by capitalizing earnings as a life annuity with a market interest rate. A. Smith explained the differentiation of wages between skilled and unskilled workers by differences in the time, labor and monetary costs that the former incurred to obtain the necessary knowledge, skills and craftsmanship. Among the names of Western economists who considered people or their skills as capital, there are such well-known authors in the history of Western economic thought: William Petty, Adam Smith, Jean-Baptiste Say, Nassau Senior, Friedrich List, Johann von Thunen, Walter Bagehot, Ernst Engel, Henry Sidgwick, Leon Walras and Irving Fisher. Basically, two methods of valuing human beings were used: the cost of production and the procedure for capitalizing earnings. The first procedure is to estimate the actual costs (usually net consumption means of subsistence) for the “production” of man; the second is to assess the present (reduced to the present moment in time) value of the individual's future income stream (net or gross income).
Many economists pointed out the need and possibility of economic assessment of the labor force, and also talked about the use of these assessments for specific purposes. Many of them viewed human beings or their acquired abilities and skills as a component of capital. Moreover, some have attempted to estimate the value of this capital at both the microeconomic and macroeconomic levels and to use these estimates for specific purposes (for example, to estimate the total economic losses resulting from wars); others simply included human beings (or their acquired abilities and skills) in their definition of capital and recognized the importance of investment in them as a means of increasing their productivity. This is the second group of theorists who have never attempted to evaluate human capital or apply this concept for any particular purposes.
Most economists believed that human beings should be included in the category of capital for three reasons:
- the costs of raising and educating human beings are real costs;
- the product of their labor increases national wealth;
- spending per person that increases this product will increase national wealth.
Adam Smith, although he did not precisely define the concept of "capital", included in this category of fixed capital the skill and useful abilities of human beings. According to Friedrich List, the skill and acquired abilities of human beings, inherited in large part from past labor and self-restraint, are the most important component of a national stock of capital. He argued that in both production and consumption, the contribution of human capital to output can be considered.
E. Engel preferred the method of production prices to determine the monetary value of human beings, believing that the measure of this value is the costs of parents for raising children. W. Farr calculated the value of human capital by the present value of an individual's future earnings (future earnings minus personal living expenses) adjusted for mortality rates. T. Witstein combined the approaches of W. Farr and E. Engel to the assessment of human capital (that is, assessment using capitalized earnings and production prices), assuming that the amount of earnings during the life of an individual is equal to the sum of the costs of his maintenance and education. Witstein derived the following formulas:

, (1)
where a is the annual consumption expenditure, including education, per adult German of a certain profession; r = (1+i), where i is the market interest rate; P = 1/r; Ln is the number of people aged n in the life table; Rn - the value of the one-taler annuity of a person aged n, acquired by him at the time of his birth (for a given r); X - the amount of future income per person of a certain profession; N - the age at which a person enters working life.
The approaches of W. Farr and T. Witstein to assessing human capital were developed by American economists and sociologists L. Dublin and A. Lotka. They came up with the following formula:

(2)

where V0 is the value of the individual at the moment of birth; - the current value of one dollar received in x years; Px - the probability of a person surviving to age x; Yx - a person’s annual earnings from time x to x + 1; Ex - the share of people employed in production at ages x to x + 1 ( W. Farr assumed full employment); Cx is the cost of living for a person at the age from x to x+1.
To determine the monetary value of a person of a certain age (for example, a), the formula can be converted to the form:

(3)

This method of capitalizing an individual's earnings, less the costs of consuming or maintaining them, provides a useful estimate for many purposes.
The methods developed by these authors for assessing the economic significance of a person’s ability to work (or human capital) are technically advanced and suitable for practical use on real information.
T. Schultz used the following cost-value approach to determine the amount of human capital: he multiplied the cost of one year of each educational level (taking into account constant earnings) by the number of man-years of education accumulated by the population at a particular point in time, adjusted for unequal duration school year. At the same time, the value of the cost of education was taken as a basis, relating not to the time of its receipt, but to the year of calculation, that is, not the initial, but the replacement cost of the educational component of human capital was determined. Similar calculations were carried out by J. Kendrick. He determined the amount of human capital at its original cost using specially developed price indices, taking into account the depreciation of knowledge and skills. Similar studies were also conducted by the domestic economist V.I. Martinkevich. For a long time, in the domestic economic literature, instead of the concept of “human capital”, the concept of “education fund” was used. The education fund is a valuation of the knowledge, skills, abilities and experience accumulated by an employee. When calculating its value, two main approaches were used: 1) summing up the actual costs of education incurred over a particular long period of time; 2) assessment of the real productive value of the stock of knowledge, skills, abilities, and experience that the workforce possesses in a certain period of time.
Of course, research into the methodology for assessing human capital is not limited to the works of the listed scientists. This topic is still very relevant and important, therefore it is constantly being researched, and within modern theory human capital, the following main methods are used to measure the value of human assets:
Natural (time) assessments that involve measuring human capital (or rather, its educational component) in person-years of education. This method is considered one of the simplest, but its accuracy is not always sufficient, since it is impossible to fully take into account the inequality of the year of study at different levels of education, that is, when obtaining general education (school, gymnasium, lyceum), secondary vocational education (college, college), higher education. (university, institute), etc.
Cost models that take into account original cost, acquisition cost, replacement cost, or opportunity cost on human assets.
Monetary models for assessing human capital based on calculating the income of its future owners and users. In this case, the value of human capital is measured not by the price of its production, but by the economic effect of its use.
Human capital value models that combine non-monetary behavioral value models with monetary economic value models.
Despite the numerous works studying human capital and the variety of approaches to its assessment, in practice, when measuring this type of capital, there remains a huge number of unresolved problems, since some human capital assets cannot be directly assessed. Therefore, we have to resort to various indirect methods for assessing them. This suggests that calculating cost values ​​is a very labor-intensive process. However, this is not the only difficulty in the process of assessing human capital. Much more difficult is the collection, processing and assessment of the reliability of the necessary information at all levels of research (macroeconomic, regional, corporate). There are doubts that methods for assessing human capital have real practical significance and that at least one of them can be trusted.
Scandinavian researchers D. Andriessen and R. Thiessen argue that to track the value of intangible assets, and in particular human capital, there are several practical methods that can be divided into two large categories:
Measurement methods that offer metrics that could give managers a more complete understanding of their companies' intangible assets.
Valuation methods, the purpose of which is to evaluate a company's intangible assets in monetary terms.
Accountants have long unanimously rejected the idea of ​​calculating the value of human capital because they believed that quantitative data would almost certainly be based on crude assumptions. In 1998, a report from the Organization for Economic Co-operation and Development stated unequivocally that “…in human capital, what is measured is what can be measured, not what needs to be measured.” This is the reason why accountants and financial analysts are so skeptical about the idea of ​​human resource accounting. And for now existing systems accounting does not allow considering workers as an object for investment. It’s a paradox, but today the purchase of an ordinary computer for several thousand dollars is seen as a profitable purchase, an increase in the company’s assets, and the use of the same money to find and hire a highly qualified employee is perceived as a one-time expense that reduces profits in the reporting period. However, the importance of advantages in human capital is now generally recognized, therefore methods for determining the value of this type of capital are of particular interest not only to theoreticians, but also to practicing managers. The following reasons for this can be identified:
Human capital is a key element of a company's market value and, therefore, its price should be included as an indicator for investors or those considering an acquisition or merger of businesses, including intangible assets.
Defining criteria for assessing human assets, collecting and analyzing relevant information draws the organization's attention to what needs to be done to find, retain, develop and the best way use its human capital.
Measuring the value of human capital can provide the basis for resource-based human resource management strategies that are associated with the development of key knowledge and skills for the organization.
Measurements can be used to evaluate the effectiveness of human resource use and monitor progress toward strategic human resource management goals.
Based on the experience of leading companies in the field of human resource management, we can identify a number of basic approaches to assessing the human capital of an organization.
Method for calculating direct personnel costs.
This is a method of determining (or analyzing) the initial and replacement costs of personnel. It focuses on the firm's costs associated not with maintaining personnel, but with their acquisition and replacement.
Method of competitive assessment of the value of human capital. This method is a combination of the two approaches described above to determining personnel costs and is based on taking into account the total costs and the potential damage caused to the company if an employee possibly leaves it. The method involves estimating personnel costs, taking into account the possibility of a person moving to another job. Any decision to change jobs depends on the present value of the net benefits of mobility being greater than zero. To calculate the present value of net benefits, the following formula is used:

(4)

where W1 is the current value of net benefits in the year t=1;Bjt is the utility (monetary or moral) received from the j-th work in the year;Bit is the utility (monetary and moral) received from i-th job per year; C - utility lost when moving and changing jobs (investment in mobility); r - interest rate; T - time (in years) during which utility from mobility is obtained.
The vast majority of people make decisions to move for economic reasons. This is evidenced by data from sociological surveys in different countries. Approximately half of all moves, according to American sociologists, are caused by the decision to change jobs. Therefore, the human capital theory's implications for migration can be tested in the labor market. Migration comes at a cost. First, there are costs associated with collecting information about areas with the best earning opportunities and employment conditions. Secondly, the monetary costs of moving increase with distance, so people move more often over short distances and less often over long distances. In addition, people tend to move to areas where they have relatives and friends or at least where people live who speak the same language and have the same customs. This makes it possible to reduce the moral and information costs of migrants.
The considered method is much more complicated than the previous ones, but it gives a much more effective assessment of the real value of the company's human capital.
Method of prospective cost of human capital takes into account an addition to the assessment of the competitive value of human capital in the future for 3,5,10 and 25 years. This assessment is primarily necessary for companies developing large and long-term projects, for example, conducting research in the field of innovation or building large high-tech facilities.
A method for measuring the individual value of an employee. Unlike previous methods, it does not evaluate various types of personnel costs, but the possible income that it can bring to the company.
An assessment of the value of human capital based on tests in a business environment can be obtained based on two approaches:
a) based on specific results obtained by the employee based on the profit he brought to the company, or on the increase in its assets, including intellectual ones;
b) assessment of human capital based on a system of business teachings on management, economics and marketing based on high information technologies is based on a forecast of the manager’s performance in a business environment that is as close as possible to his real environment.
Financial method defines the value of human capital as the difference between the total market value of the company and the value of its tangible and intangible assets.
Comparative method involves an indirect assessment of the value of human capital based on a comparison of the company's performance with that of competitors.
However, none of the listed approaches can claim to be a sufficiently accurate integral method for assessing the human capital of an organization. The essence of this problem was quite clearly outlined in the late 1990s. N. Bontis and co-authors: “All these models suffer from subjectivity, uncertainty and lack of reliability, since there can be no confidence in the accuracy of such measurements.”
The prerequisites for improving the methodology for calculating the values ​​of human capital indicators are created by the most important unified principles of the expansion company of national wealth. This methodology is distinguished by the relative simplicity of using existing statistical data on GDP, as well as their regrouping and clarification of the values ​​of indicators of investment in human capital and accumulation in national wealth. The expanded concept allows for a more reasonable calculation of the values ​​of human capital indicators as an element of national wealth. This takes into account the accumulated knowledge for effective participation in economic life and remuneration. Calculations of such indicators are quite accessible to experts in most countries, including Belarus. The resulting estimates of elements for the costs of the state, families, entrepreneurs and various funds make it possible to determine the current annual total costs Belarusian society for the reproduction of human capital.
A person’s high level of special education will be confirmed if, when working abroad, his wages are not lower than the wages of similar workers in the corresponding countries.

Assessing human productive abilities, as well as the cost effectiveness of developing these abilities and increasing labor productivity, has been and remains one of the key problems of economic theory and management. To carry out such calculations, scientists and practitioners have proposed a wide variety of methods and tools that take into account the quantitative and qualitative characteristics of a person’s abilities and skills, involving the expression of the amount of human capital in natural and cost (monetary) measures. The value and cost of human capital accumulated by individuals, firms and society as a whole, the volume of investments in human capital from various sources, and the competitive advantages obtained as a result of the accumulation of human capital were measured.

It is believed that for the first time the cost approach to measuring the value of an able-bodied person was used by W. Petty, estimating the value of the stock of human capital by capitalizing earnings as a life annuity, with a market interest rate (capitalization is the calculation of the current value of any asset that will produce income in the future).

E. Engel preferred the method of production prices to determine the monetary value of human beings, believing that the measure of this value is the costs of parents for raising children. Although there is no simple and direct relationship between the cost of “producing” a person and his economic value, the modified Engel approach is useful in valuing components of human capital, such as capitalized health and education services.

W. Farr calculated the value of human capital by the present value of an individual's future net earnings (future earnings minus personal living expenses) adjusted for mortality rates.

T. Witstein combined the approaches of W. Farr and E. Engel to the assessment of human capital (i.e., assessment using capitalized earnings and production prices), assuming that the amount of earnings during an individual’s lifetime is equal to the sum of the costs of his maintenance and education. The concept of human capital was used by Witstein to calculate the value of life insurance compensation.

Farr and Witstein's approaches to assessing human capital through the capitalization of earnings were developed by American economists and sociologists L. Dublin and A. Lotka, who also worked in the field of life insurance. Dublin and Lotka estimated the monetary value of a person at age * through his annual earnings from the moment * until the end of his life minus the cost of living during this period, taking into account the probability of a person surviving to a given age. From the point of view of human capital theorists, the work of Farr, Dublin and Lotka is a starting point for scientists dealing with methods for estimating the value of human capital or its components.

The earnings capitalization method was also used by L. Thurow to assess human capital. Since (according to the concept of human capital) it is not labor that is sold, but only labor services for a limited period, Thurow proposed measuring the value of a person’s productive abilities indirectly, using the market values ​​for which they can be rented.

According to M. Friedman, human capital provides labor with permanent (constant, continuous) income, which can be represented as a discounted wages(the weighted average value of annual earnings reduced to the current moment) received by the employee during the entire working period of his life. Therefore, the total amount of human capital is determined as follows:

WhereWn - annual earnings expected by the individual from the use of human capital;P - the lifespan of an individual in years.

According to G. Becker, each person can be considered as a combination of one unit simple labor, which any able-bodied individual possesses, and a certain amount of human capital embodied in him (i.e. additional, specific knowledge, skills, etc.). Consequently, the wages received by any worker can also be considered as a combination of the market price of these two components. The assessment of human capital within this approach is as follows:

where Va is the assessment of the human capital of a worker at age a; B - total wages; C is the part of wages attributable to simple labor; l

• - the age at which a person’s active labor activity ends; /
• - interest rate.

A different, cost-value approach was used by T. Schultz, who calculated the amount of human capital in the United States in 1961. He used the following method: the cost of one year of education at each level, as it was in 1956 (taking into account lost earnings), was multiplied by the number of person-years of education accumulated by the population at a particular point in time. The number of person-years of education was determined by adjusting for the unequal length of the school year. In this case, the value of the cost of education was taken as a basis, relating not to the time of its receipt, but to the year of calculation, i.e. not the initial, but the replacement cost of the educational component of human capital was determined. Similar calculations were carried out by J. Kendrick in 1976 in the monograph “The Total Capital of the United States and Its Formation.” He determined the amount of human capital at its original cost using specially developed price indices, taking into account the depreciation of knowledge and skills.

Similar studies were also conducted by the domestic economist V. I. Martsinkevich. For a long time, in the domestic economic literature, instead of the concept of “human capital”, the concept of “education fund” was used. The education fund is a valuation of the knowledge, skills, abilities and experience accumulated by employees. When calculating its value, two main approaches were used: 1) summing up the actual costs of education incurred over a particular long period of time; 2) assessment of the real productive value of the stock of knowledge, skills, abilities, and experience that the workforce possesses in a certain period of time.

In modern statistics, a country's human development index (HDI) is calculated as the geometric mean of the life expectancy index (LEI), education index (?7) and income index (11):

where LE is life expectancy, years; MYSI - average duration of education index; EYSI - expected duration of study index; MYS- average duration education of the population, years; EYS - expected duration of education of the population still receiving education, years; GNIpc - VIEW per capita, US dollars.

Another extremely important approach to assessing human capital in the modern information economy was proposed almost independently of each other by Yu. St. Onge, P. Sullivan, T. Stewart, L. Edvinsson and M. Malone, who addressed the problem of studying human capital as parts of intellectual capital, considering it the most important component that determines the market value of a modern company. Since people can be hired, but not acquired as property, human capital cannot be attributed not only to the company's assets, but also cannot be considered as one of the items of its assets. It can be considered only a temporarily attracted fund, classified in accordance with the rules of accounting as a liability, like debt obligations or shares of a company. In the asset of the company, this debt obligation in its essence is balanced by goodwill (English, good-mil - “good will”) - subjective assessments of the company’s intangible assets by shareholders, customers, business partners and stock market agents. Proponents of this approach propose! judge the value of human capital based on a number of indirect indicators that have a monetary dimension, for example, by the excess of the company’s market price, calculated as the product of the price of one share by the total number of shares, over the book value of tangible assets. The size of this excess gives, in their opinion, a general idea of ​​the size of goodwill.

D. Peterson and T. Parkinson proposed another option for determining the value of invisible assets - by calculating the excess of the profit of a company with human capital over the profit of a company that uses similar tangible assets, but does not use intangible factors. For example, all other things being equal, the profit of a company with a well-known trademark that creates an appropriate image is higher than that of its competitors.

• 1. Natural (time) assessments, which involve measuring human capital (or rather, its educational component) in person-years of education. This method is considered one of the simplest, but its accuracy is not always sufficient, since it is impossible to fully take into account the inequality of years of study at different levels of education (general, secondary vocational, higher, etc.).
• 2. Cost models that consider the original cost, acquisition cost, replacement cost, or opportunity cost of human assets.
• 3. Monetary models for assessing human capital, based on the calculation of future income of its owners and users.
• 4. Human capital value models that combine non-monetary behavioral value models with monetary economic value models.
• 11Despite the numerous works studying human capital and the variety of approaches to its assessment, in practice there are many unresolved problems in measuring the value of this type of capital. The main difficulty is that some human capital assets are not directly measurable, for example there is no direct way of measuring either the quantity or the price of human capabilities. Therefore, we have to resort to various kinds of indirect methods for assessing them, using not only quantitative, but also qualitative, as well as indirect indicators. In addition to the fact that calculating cost values ​​in itself is a very labor-intensive process, much more difficult is the collection, processing and assessment of the reliability of the necessary information, and this applies to any level of research (macroeconomic, regional, corporate).

Thus, back in the early 1960s, R. Hermanson and E. Flamholz proposed the concept of “Analysis (or, according to other sources, audit) of human resources” (“Human Resources Accounting”, HRA or HRA), which today is one one of the most interesting and well-known attempts to use human capital theory at the corporate level. In his first works, E. Flamholz pointed out the main tasks of the AChR:

• - provide information necessary for decision-making in the field of personnel management for both personnel managers and senior management;
• - provide managers with methods for numerically measuring the cost of human resources necessary for making specific decisions;
• Finally, get managers to think of people not as costs to be minimized, but rather as assets to be optimized.

R. Likert in 1967 popularized the views of the developers of the AFR concept. In the 1960s and 1970s, attempts were made to persuade investors and businesses to accept this view, but they did not lead to positive results. Accountants unanimously rejected the idea because they were convinced that the quantitative data would almost certainly be based on crude assumptions. To this day, existing accounting systems do not allow us to consider personnel as an object for investment. Thus, the purchase of an ordinary computer for a couple of thousand dollars will be considered as an increase in the company’s assets, and costs of several tens of thousands of dollars to find a highly qualified specialist will be considered as one-time expenses that reduce profits in the reporting period. An additional argument is that it is morally wrong to treat people as financial assets and, in any case, companies do not “own” people.

However, the importance of advantages in human capital today is already generally recognized, therefore methods for determining the value of this capital are of particular interest not only to theoreticians, but also to practicing managers. The reasons for this are as follows.

• 1. Human capital is a key element of a company's market value and, therefore, its price should be included as an indicator for investors or those considering a merger or acquisition of a business, including its intangible assets.
• 2. Defining criteria for assessing human assets, collecting and analyzing relevant information draws the organization's attention to what needs to be done to find, retain, develop and make the best use of human capital.
• 3. Measuring the value of human capital can provide the basis for resource-based human resource management strategies that are concerned with the development of key knowledge and skills for the organization.
• 4. Measurement can be used to evaluate the effectiveness of human resource use and monitor progress toward strategic human resource management goals.

Currently, the methodology for measuring and analyzing human capital is mainly developing in the direction of improving and practical application AChR concepts. It can be said that modern HRA is the process of identifying, measuring and providing information about human resources to decision makers in an organization. AHR makes it possible to make more efficient planning of personnel requirements and the formation of a human resource budget. Such an element of HRA as a system for assessing the economic value of employees can be used by managers when selecting personnel, planning programs for attracting, developing, and retaining human resources.

The experience of leading companies in the field of human resource management allows us to identify a number of fundamental approaches to assessing the human capital of an organization (Fig. 7).

• 1. Method for calculating direct personnel costs. This is the easiest way for company managers to calculate the total economic costs incurred by the company for its personnel, including an estimate of the costs of paying personnel, associated taxes, security and improvement of working conditions, costs of training and advanced training. The advantage of this method is its simplicity. The disadvantage is an incomplete assessment of the real value of human capital (part of it may simply not be used in the enterprise).
• 2. Method for determining (or analyzing) initial and replacement costs for personnel. The method focuses attention on the company's costs associated not with the maintenance of personnel, but with their acquisition and replacement.

A company's initial personnel costs include: recruitment, selection, placement, placement, promotion or internal recruitment, orientation and formal training, on-the-job training, coaching; losses associated with the lack of productivity of the newcomer and the decrease in the productivity of his colleagues during his training.

Replacement costs (replacement costs) are the current costs necessary to replace a working specialist with another who can more effectively perform the same functions (the costs of acquiring a new specialist, his training and losses associated with the departure of the previous employee - direct payments to the resigning employee and indirect costs associated with downtime of the workplace during the search for a replacement, a decrease in the employee’s labor productivity from the moment the decision to dismiss was made). Depending on the object to which they relate, restoration costs can be divided into two types - positional and personal. The first ones relate not to the employee himself, but to his workplace, position in the organization. The company's lost benefits from the employee's departure (he could have benefited in other positions and positions) are called personal replacement costs. It is extremely difficult to identify them. Therefore, positional substitution costs are usually estimated.

Rice. 7.

Even the minimum estimate of replacement costs for low-skilled labor will always be higher than the estimate of simple remuneration, since the latter does not take into account the organization’s losses that arise with the loss of the employee’s experience and the complex system of his interaction with other employees.

• 3. Method of competitive assessment of the value of human capital. This method is a combination of the two approaches described above to determining personnel costs and is based on taking into account the total costs and the potential damage caused to the company if an employee possibly leaves it. The method involves assessing:
  • - total personnel costs incurred by the leading competitor (taking into account comparable production capacities);
  • - individual bonuses for each employee of the company (obtained on the basis of qualified expert assessments), which a competing company could pay for its transition to them;
  • - additional costs of the company required to find an equivalent replacement for an employee in the event of his transfer to another company (including costs of independent search, recruiting agencies, advertisements in the press, etc.), as well as costs of training and adaptation of a new employee;
  • - economic damage that the company will suffer during the search for a replacement and during the adaptation period of a new employee, incl. losses due to a decrease in production volumes and sales of products or services, deterioration in product quality when replacing an employee with a new one, etc.;
  • - loss of unique intellectual products, skills, potential that the employee will take with him to a competitor’s company;
  • - the possibility of losing part of the market, increasing sales of a competitor and increasing its influence in the market;
  • - changes in the systemic effects of synergy and emergence (increased mutual influence and the emergence of qualitatively new properties) among members of the group in which the employee was located.

The considered method is much more complicated than the previous ones, but it gives a much more effective assessment of the real value of the company's human capital. The structure of the above assessment of human capital shows that the real value of human capital is 3-500 times higher than the nominal value assessed today in most Russian companies, depending on the level of intelligence and qualifications of the employee. The assessment is maximum for “golden collar” workers, the most qualified employees of the company engaged in management, information systems and innovative intellectual processes.

• 4. Method of prospective cost of human capital. In addition to assessing competitive value, it takes into account the dynamics of the value of human capital over a period of 3, 5, 10 and 25 years. This assessment is primarily necessary for companies developing large and long-term projects, for example, conducting research in the field of innovation or building large high-tech facilities. The fact is that the cost of a number of employees during the implementation of the project changes unevenly, growing sharply during the period when they achieve the most important results after a sufficiently long period of time and approaching the expected final results, when the possible departure of some personnel from the company is associated with large economic losses .
• 5. Method for measuring the individual value of an employee. Unlike previous methods, it does not evaluate various types of personnel costs, but the possible income that it can bring to the company. It is obvious that two employees, on whose acquisition and training the same amount of money was spent, can subsequently have completely different productivity. work in an organization different time, which means they have different values ​​for a given company.

The model of individual employee cost was proposed by University of Michigan scientists R. Hermanson, E. Flamholz and others. The model is based on the concepts of conditional and realizable values. It is obvious that the individual value of an employee for an organization is determined by the volume of services that he will provide or sell while working in it. At the same time, the value of an employee depends on whether he remains in this organization and realizes his potential here. Thus, the expected contingent value of an employee includes all the potential income that the employee could bring to the organization if he worked for the rest of his life. The value of an employee, given the likelihood that he will remain with the organization for some time, determines the expected realizable value. That is, expected realizable value consists of two elements: expected contingent value and the probability of continued membership in the organization. The latter expresses management's expectation about what part of these incomes (notional value) will be realized in the organization before the expected time of the employee's departure.

where US and PC are the expected conditional and realizable values, P(O) is the probability that the employee will remain working in the organization for some time, P(7) is the probability of his leaving the organization or the turnover rate, LIT is the opportunity cost of turnover.

It is not always the employee with the greatest potential who will be the most useful to the company. And an HR manager seeking to optimize the value of his human resources should choose the candidate with the highest realizable value, not simply the most capable. The model also reflects the dependence of the cost of human resources on the degree of their satisfaction.

A stochastic (or probabilistic) position model (SPM) was developed to measure individual notional and realizable values ​​in monetary terms. Its algorithm includes the following steps:

1) determining the sequence of possible positions for an employee’s career growth; 2) determining the cost of each position for the organization or the positional value of the employee; 3) determining the expected duration of a person’s work in the organization (a probabilistic value that requires expert assessment or complex analysis of intra-organizational statistics); 4) a description of the employee’s expected career path up to dismissal with an assessment of the employee’s likelihood of occupying each of the positions identified in step 1 at a certain point in the future; 5) discounting expected cash income to determine today's realizable value of the employee. In mathematical form, it will look like this: where i = ...t - all potential positions (position t - leaving the organization); Rj - position cost; P(Rf) - the probability that an employee will take a position /" in a certain period of time and bring income R to the organization; t - time period; r - discount value, equal, as a rule, to the internal value of monetary resources in orbitalization; n - probable employee's service life in the organization.

The difference between the formulas is that in the first of them (calculation of the US), the probability of leaving is not taken into account: the summation is over (m - 1) positions. Introducing the care state into the second formula (PC) reduces the probabilities of being in other positions compared to the first formula. As a result, the realized value is less than the conditional value. Since positional values ​​are taken in monetary units, both conditional and realizable values ​​are determined in monetary units.

• 6. An assessment of the value of human capital based on tests in a business environment can be obtained based on two approaches:
  • a) based on specific results obtained by the employee, based on the profit he brought to the company, or on the increase in its assets, including intellectual ones. This assessment is widely used in business because it is the simplest. But at the same time it is the most rigid and often erroneous.
  • b) based on a system of Business Teachings on management, economics and marketing based on high information technologies (forecasting the results of a manager’s work in a business environment that is as close as possible to his real environment).

The listed five methods for assessing human assets have one significant drawback - concentrating on determining direct personnel costs and the individual value or cost of an employee, they do not take into account such an important property of human capital as the manifestation of a synergistic effect in team work and effective management. As a result of this effect, the value of a company's human assets significantly exceeds the mathematical sum of the value of the knowledge and abilities of individual employees. And the company’s costs for hiring and training MOiyr workers reflect only the initial nominal value of its human capital. Even methods for assessing replacement costs for personnel, competitive and future costs of human capital do not fully solve this problem. The complexity of these methods and the use of a significant number of criteria assessed by experts limit the scope of their application only to the assessment of human assets of leading specialists or the most significant teams

companies. Regular monitoring of the entire human capital of an organization, especially a large one, using these methods will most likely be unprofitable. To some extent, the problem of comprehensive measurement of a company's human capital can be solved based on an assessment of its role in the formation of the market value and competitive advantages of a given organization (using financial and comparative assessment methods).

7. Financial method defines the value of human capital as the difference between the total market value of the company and the value of its tangible and intangible assets.

Where HCV- cost of human capital; MV- total market value of the company; Vma- book value of tangible assets; V b - brand value; V ic - cost of information capital; V w - cost of structural capital; U ss - cost of client capital.

Unfortunately, this method also does not provide an accurate assessment of the value of the organization’s human capital, since the calculations of the cost values ​​of informational, structural and client capital used in it are not yet based on a single generally accepted methodology. In addition, the market value of a company is a value that is highly dependent on speculative sentiment on the stock market and, therefore, is subject to significant fluctuations that do not reflect changes in the value of its intellectual, and in particular human, capital.

8. Comparative method involves an indirect assessment of the value of human capital based on a comparison of the company's performance with that of competitors. The use of this method, firstly, cannot give a clear quantitative assessment of human assets, since it is quite difficult to isolate precisely their impact on the company’s competitiveness in the overall impact on intellectual capital. Secondly, in our opinion, the method is not entirely correct, since there are hardly any companies that do not use human capital at all, which means it is impossible to identify a “zero level” for comparisons.

Thus, none of the listed approaches can, in our opinion, claim to be the “title” of a sufficiently accurate integral method for assessing the human capital of an organization. However, people in organizations create added value that can be measured, which argues for assessing the contribution of human resources to a company's business success rather than simply pricing human capital. Proponents of the concept of human capital management are sure that. by measuring the broad impact that employees have on financial indicators organizations and companies can select, manage, evaluate and develop the capabilities of their employees in such a way as to transform their human qualities into a significant increase in these financial indicators.

When calculating the cost and efficiency of the national human capital through the share of the innovative sector of the economy in GDP, through labor efficiency and accumulated human capital, the influence of negative and passive human capital on the indicators of the national human capital is taken into account automatically through integral indices and macro indicators, including GDP, the share of the innovative economy in GDP, the index of economic freedom , quality of life index and others.

Currently, more and more supporters are gaining the view that human capital is the most valuable resource of modern society, much more important than natural resources or accumulated wealth.

Symptomatic in this sense is the statement of one of the prominent theorists of human capital, L. Thurow: “The concept of human capital plays a central role in modern economic analysis.” A.M. Bowman called "the discovery of human capital a revolution in economic thought."

Of particular relevance Today, the problem of assessing human capital is becoming a problem that worries everyone - from scientists, financial analysts to personnel consultants. Organizations are interested in those processes and practical technologies that help increase profits. “Firms are recognizing the fact that intangible assets increase the difference between the net value shown on the balance sheet and the market value of the company,” concludes Mark Thompson of Templeton College, Oxford. An example would be a manufacturing giant mobile phones Nokia Corporation, whose tangible assets account for only 5%. The remaining 95% of its assets are intangible, including the qualifications, skills and talent of employees, as well as know-how.

It should be noted that the total amount of human capital should be considered both for an individual and for a company and the entire society as a whole. Human capital has its own complex internal structure, each component of which consists of different assets, which, in turn, have their own qualitative and quantitative

characteristics. To assess human capital, both natural and cost indicators are used. Natural (and time) indicators are relatively simple; they can be calculated at different levels: individual, firm and state, according to various components. To assess the health fund, we can use average life expectancy, mortality due to various causes, mortality rate, natural population growth, life expectancy at the time of birth, the proportion of the working population, specific gravity elderly people in the population structure, the level of disability in the country, the level of diseases with temporary loss of ability to work, the prevalence of bad habits, physical development population, etc. To assess the educational fund, these are: the level of formal education (number of years of education), the level of knowledge and intelligence (IQ), - at the individual level; the share of specialists with higher and secondary education, the share of personnel engaged in R&D, the number of inventions, patents - at the firm level; average number of person-years of study, number of graduates educational institutions, number of scientific personnel and organizations, level of functional literacy, production volumes new information- at the state level and a number of others.

In the first half of the 20th century. I. Fisher, S.H. Forsyth, F. Crash, Y.L. Fish et al. also tried to calculate the value of an individual and the entire population of a country.

Thus, cost indicators are the most obvious and simple from the point of view of the possibility of their determination and calculation. However, the cost of producing human capital is not the amount of human capital, but the amount of investment in human capital, and investments are never identical to the amount, since they are often unproductive.

The value of human capital is determined not by the price of its production, but by the economic effect of its use.

Let's consider the salary category in terms of assessing human capital. Let us note that Western economics has significantly revised the category of wages. The wage structure has undergone significant changes due to a significant increase in investment in people. Thus, most of it is a product of human capital, and not simply a product of the labor that each individual possesses. In this regard, G. Becker proposed to consider each person as a combination of one unit of simple labor and a certain amount of human capital embodied in it. Then the wages received by any worker can also be considered as a combination of the market price of his “flesh” and the rental income from the human capital invested in this “flesh”.

With the monetary approach to assessing human capital, the value of human capital is understood as a certain fund that provides labor with a constant income. It represents a weighted average of expected future income receipts.

M. Friedman considers human capital as a form of asset, an alternative to money. This gives him a reason to include human capital in the money demand equation for individual wealth owners.

So, in our opinion, the amount of human capital, as noted above, is not the cost of its production, but its potential - a probabilistic return. If the value of human capital is equal to its potential, which exceeds costs, then it needs to be calculated while remaining on the basis of the theory of productivity of production factors. It is known that, in accordance with the theory of productivity of production factors, each of them creates a certain share in the value (price) of the product, and their owners receive a corresponding share, which takes the form of their income.

Based on this, in order to answer the question about the amount of human capital, you need to find out what it consists of, i.e. assess the components of human capital. Currently, there is no single, generally accepted approach to the structure of human capital. Nevertheless, in our opinion, the main, most important components of human capital include, first of all, health capital, as the fundamental basis of human capital in general, as well as educational capital and motivation capital. In this regard, of interest is the method for assessing the value of human capital, proposed by Associate Professor of the Russian Chemical Technical University. DI. Mendeleeva, T.G. Myasoedova considers the totality of natural abilities, health, acquired knowledge, professional skills, motivation to work and constant development, and general culture as elements of human capital. She believes that human capital is a probabilistic quantity. Each of the components of human capital is also probabilistic in nature and depends on many

factors. Some components of human capital can be considered as independent quantities, and some as conditionally dependent. For example, the presence of good or bad natural abilities does not change the probability of the existence of good or bad health, the presence of certain knowledge, good or bad motivation for constant development or productive work. The presence of professional knowledge may increase the likelihood of high motivation to work, but (in the absence of high general culture) may not have any effect on it.

The author assumes that all components of human capital are independent events. In accordance with the rule of multiplication of independent events, the probability of the joint occurrence of several independently independent events is equal to the product of the probabilities of these events. In relation to human capital, this means that HC = Natural abilities, health, knowledge, motivation, general culture.

P? R R R R R R R R R,

where P i are the probabilistic values ​​of the components of human capital.

The greater the probabilistic value of each component of human capital, the greater the human capital itself. A decrease in any of the variables will lead to a decrease in human capital as a whole. Moreover, an increase in one of the components without a corresponding increase in the others will lead to only a small overall increase in human capital.

An attempt to more fully reflect the parameters of human development is also a new concept of national wealth. The World Bank put forward an interpretation of national wealth as a combination of accumulated human, natural and reproducible capital and made experimental assessments of these components for 192 countries.

According to World Bank estimates, physical capital (accumulated material assets) accounts for an average of 16% of total wealth, natural capital - 20%, and human capital - 64%. For Russia, this proportion is 14, 72 and 14%, while in Germany, Japan and Sweden the share of human capital reaches 80%. However, per capita, Russia had the highest level of accumulated national wealth - $400 thousand, which is 4 times higher than the global figure.

Indicators indicate that the share of human capital in Russia is significantly lower than in developed countries. It is necessary to recognize that “today much has been destroyed. In terms of human development indicators, we have fallen lower than we were under Soviet rule. But our basic capabilities are still preserved. Therefore, the task of the state and the political elite is to bring human potential out of its latent state.” One cannot but agree with this statement. It should be noted that, along with many methods for assessing human capital, there are a number of researchers who deny the very possibility of assessing human capital.

As an example, we can cite the following conclusion of A.O. Verenikina: on the one hand, due to the “inalienability of the totality of capital powers” ​​from human capital, and on the other hand, due to the fact that “ human personality priceless... human capital in the long-term, strategic plan, taking into account the interests of society and civilization as a whole, cannot have exchange value and price.” At the same time, the author explains: “market principles cannot fully ensure the reproduction of human capital; costs, and often the return from its functioning, do not have an integral price characteristic; the monetary valuation of human capital assets, as a rule, diverges from social necessary expenses on its reproduction and with its social value." In our opinion, denying the very possibility of assessing human capital seems incorrect; in this case, economic categories are being replaced by ethical ones.

No one questions the fact that the human person is priceless from an ethical point of view, but a person receives a salary, which is also a kind of assessment of his human capital, which is a generally accepted norm.

There is no doubt that currently the problems of assessing human capital are increasingly coming to the fore, although unified principles for calculating this complex indicator have not yet been developed. However, a study by the UN Economic and Social Council (ECOSOC) recorded the most important unified principles for calculating such components as the average life expectancy of one generation, the active working period, the net balance of the labor force, the cycle family life etc. In assessing human capital, an essential point is taking into account the cost of education, training and training of new employees, along with advanced training, lengthening the period of working activity, losses due to illness, mortality and other factors, etc.

Thus, we can conclude that quantitative measurement of human capital is possible, despite significant differences in the methods of this kind of measurement. Moreover, undoubtedly, quantitative (monetary) measurements of human capital in general and its components in particular are extremely necessary and important not only from the point of view of the development of economic theory, but, first of all, for the effective functioning of the economy of any country as a whole. Also, for successful operation, it is necessary to develop methods for measuring the assessment of human capital.

Human capital in a broad definition is an intensive productive factor in the development of the economy, society and family, including the educated part of the labor force, knowledge, tools of intellectual and managerial work, living environment and work activity, ensuring the effective and rational functioning of the human capital as a productive factor of development.

Human capital is intelligence, health, knowledge, high-quality and productive work and quality of life.

There are the following types of human capital:

Health capital is physical strength, endurance, efficiency, immunity to disease, and a period of active work.

Labor capital is qualifications, skills, experience. How more complex view activity, the higher the requirements for labor capital.

Intellectual capital is inventions, patents, copyrights.

Organizational and entrepreneurial capital is the ability to develop fruitful business ideas, entrepreneurship, determination, organizational talent, and possession of trade secrets.

Cultural and moral capital is culture and morality, which are also necessary in the economy, like labor, intelligence, and qualifications.

Types of human capital.

Human capital can be divided into negative human capital (destructive) and positive (creative) human capital according to the degree of efficiency as a productive factor. Between these extreme states and the components of the total HC, there are states and components of the HC that are intermediate in effectiveness.

Negative human capital is a part of the accumulated human capital that does not provide any useful return on investment in it for society, the economy and impedes the growth of the quality of life of the population, the development of society and the individual. Not every investment in upbringing and education is useful and increases HC. A significant contribution to the accumulated negative human capital is made by corrupt officials, criminals, drug addicts, and excessive drinkers of alcohol. And just quitters, slackers and thieving people. And, on the contrary, a significant share of the positive part of the Cheka is made up of workaholics, professionals, and world-class specialists. Negative accumulated human capital is formed on the basis of the negative aspects of the nation’s mentality, on the low culture of the population, including its market components (in particular, work ethics and entrepreneurship). Negative traditions of government structure and the functioning of state institutions on the basis of lack of freedom and underdevelopment of civil society, on the basis of investments in pseudo-upbringing, pseudo-education and pseudo-knowledge, in pseudo-science and pseudo-culture, contribute to it. A particularly significant contribution to the negative accumulated human capital can be made by active part of a nation - its elite, since it is they who determine the policy and development strategy of the country, and lead the nation along the path of either progress, or stagnation (stagnation) or even regression.

Positive human capital is defined as accumulated human capital that provides a useful return on investment in it in the processes of development and growth. In particular, from investments in improving and maintaining the quality of life of the population, in the growth of innovative potential and institutional potential. In the development of the education system, the growth of knowledge, the development of science, the improvement of public health. To improve the quality and availability of information. CHK is an inertial productive factor. Investments in it yield returns only after some time. The size and quality of human capital depend, first of all, on the mentality, education, knowledge and health of the population. In a historically short period of time, you can get a significant return on investment in education, knowledge, health, but not in the mentality that has been formed over centuries. At the same time, the mentality of the population can significantly reduce the transformation rates of investments in HC and even make investments in HC completely ineffective.

The fact that HC cannot be changed in a short time, especially with a significant amount of negative accumulated HC, in essence, is main problem development of the Russian economy from the point of view of the theory of development of the Cheka.

The most important component of the Cheka is labor, its quality and productivity. The quality of work, in turn, is determined by the mentality of the population and the quality of life. Labor in Russia, unfortunately, has been and remains traditionally of low quality (that is, the products of Russian enterprises, with the exception of raw materials and primary products from them, are uncompetitive on world markets, productivity and labor intensity are low). The energy consumption of Russian products is twice or three times higher, depending on the industry, than in countries with efficient production. And labor productivity is several times lower than in developed countries. Low-productivity and low-quality labor significantly reduces the accumulated Russian human capital and reduces its quality.

Key indicators for assessing various types of human capital:

Health capital:

• * Health status based on the results of a medical examination;
• * Morbidity as the frequency and list of diseases suffered over the past years (medical history);
• * Loss of working (life) time for illness, treatment and recovery (person days);
• * Potential for upcoming active life (years).

Cultural and moral:

• * Level of education (primary, secondary, higher);
• * Assessments of intelligence, erudition and culture (tests, sociological assessments).
• * Facts of deviant behavior and misconduct (crimes, court decisions, assessments of relatives and colleagues, law enforcement files).

Labor:

• * Level of professional education (industrial, vocational school, technical school, university, their reputation).
• * Professional experience.
• * Professional achievements and growth.
• * Combination of professions.

Intellectual:

• * List of intellectual property and forms of securing, copyright (patent, copyright certificate, special documents).
• * Intensity of use of intellectual property (circulations, frequencies, income).
• * Rating of intellectual products (rating of popularity of composers and their songs).

Organizational and entrepreneurial:

• * Own capital of the entrepreneur.
• * Controlled capital.
• * Ownership rights to limited resources (land, minerals, projects).
• * Organizational privileges and trade secrets (know-how).
• * Rating of organizational experience and achievements

Due to the fact that the formation of the human capital of an enterprise is carried out on the basis of the personal qualities and characteristics of employees, the main indicators used to study human capital can be taken as follows: the qualification composition of employees, the average level of education, the age composition of personnel, the average length of work in the specialty , personnel costs.

The most important characteristics of total human capital are: the population of Russia, the number of labor resources and their distribution by area of ​​employment, as well as the professional and qualification structure of the workforce, the level of education, and the quality of life of citizens.

A necessary condition for the development and preservation of the country’s human capital is a high quality of life, the indicator of which is the vitality (viability) coefficient of the population, which characterizes the possibility of preserving the gene pool, intellectual development population in the context of a specific socio-economic policy. In Russia, this indicator, starting from 1992, is less than one, which identifies the nation as unviable. Based on this, the main strategic goal Russian state should be the preservation of the nation, its comprehensive development and reproduction.

Quality of human capital Russian workers does not always meet the needs of domestic business, i.e. There is a structural imbalance between the professional qualities of personnel in the labor market and the demand characteristics presented by business.

Taking into account the fact that in connection with the transition to innovative development of the economy, the requirements for the quality and structure of human capital are changing significantly, all higher value acquire qualitative characteristics of human capital: level of qualifications, ability to acquire knowledge throughout their working life, etc., the current situation in the labor market may worsen. In view of the negative demographic situation, Russia will not be able to correct this situation by simply increasing the number of people employed in the national economy, therefore it is proposed to solve these problems by developing and adopting a state program for the reproduction of human capital at the federal and regional levels, the main goal of which is to create effective mechanisms for the reproduction of human capital. capital through: attracting employers to participate in creating conditions that ensure that training meets production requirements; forming sources of financing for the reproduction of human capital; creating favorable conditions for attracting non-state enterprises and institutions into the sphere of reproduction of human capital; use of institutions social partnership in the sphere of reproduction of human capital; implementation of appropriate legislative and administrative regulation.

There is no uniform methodology for assessing human capital. Various points of view of the authors are known. One of the most common methods is the calculation of the human capital of an individual and its assessment in the structure of the company's intellectual capital. This theory is adhered to by such scientists as W. Farr, L. Dublin and others.

The following methods for assessing human capital exist:

1. Qualitative assessment of human capital (expert approach). The essence of this approach to assessing human capital is that qualitative indicators that characterize the individual characteristics of a particular person are assessed.

The qualitative characteristics of a particular employee are an integral part of the attempt to measure his value, since it is the presence of such qualitative characteristics as the ability to think non-obviously, use skills and experience in combination with intuition, etc. In particular, these qualitative characteristics are an integral part of the company’s knowledge capital. The personnel contribution to the overall results is determined in the following areas:

• - contribution to the development of new scientific directions;
• - contribution to increasing company income;
• - contribution to the development of relationships with customers;
• - contribution to the coordination of the activities of departments;
• - contribution to the successful execution of line functions.

Within the framework of the expert approach, both the qualitative characteristics of a particular employee and the totality of properties of human (personnel) potential are assessed. To make this technique more objective, weighting coefficients are used. The calculation procedure includes three stages.

• A) Determination of key indicators that identify the employee’s contribution to the company’s knowledge capital.
• B) Establishing weighting shares (significance coefficient) for each indicator, based on how often each indicator appears in the person being certified.
• B) Definition point scale to evaluate each indicator.

Next, the results obtained are analyzed and the average score for each employee is determined. These values ​​are compared with the reference values ​​obtained empirical method(by summing all scores for all quality indicators). The expert approach includes various modifications and is a necessary component of assessing human capital.

2. Assessment of human capital based on targeted investments. The process of investing in human capital can be divided into eight stages: costs of obtaining education, costs of searching and hiring personnel, costs of personnel during the training period. Personnel costs during the period of accumulation of growth potential, personnel costs during the period of achieving professionalism, personnel costs during the period of training, advanced training, personnel costs during the period of decline and “obsolescence” of professionalism.

Valuation of human capital by analogy with physical capital.

There are certain similarities between physical and human capital that make it possible to evaluate human capital in a similar way to physical capital.

Firstly, both human and fixed (material) capital are involved in the process of activity economic activity companies form the final financial results.

Secondly, just as fixed capital is subject to wear and tear, human capital depreciates over time, as part of the knowledge is forgotten or becomes obsolete.

These similarities make it possible to attempt to assess human capital based on a model for assessing fixed (physical) capital, for which it is necessary:

• 1. Determine the “initial cost” of a specific employee. For this you can use various methods testing and certification of employees.
• 2. Determine the coefficient of “obsolescence” (forgetting) of knowledge, since human capital loses part of its accumulated knowledge over time, while fixed capital is subject to physical and moral wear and tear.
• 3. Determine the procedure for changing the “initial cost” of an employee. Fixed assets are improved through modernization and reconstruction, in turn, human capital is improved through investments aimed at its development.

After determining the initial cost, it is necessary to determine the rate of obsolescence and forgetting of human knowledge. For these purposes, it is necessary to determine the period of participation of a particular employee in the company’s activities.

Expert method (method qualitative assessment) is an important link in the system of human assessment methods, since of all existing models, it most objectively assesses the qualitative components of human capital, however, limiting this method only does not allow obtaining a cost measurement of human capital. This is obvious due to the impossibility of an adequate transition from qualitative indicators to quantitative indicators.

Investment method. In this model, it is impossible to equate investments in a person with his “fair value”, since the costs of self-education, which play a key role in the formation of human potential, are leveled out. If we consider investments only at the company level, the purpose of which is to improve the performance of a particular employee, improve his qualifications and skills, then it is necessary to evaluate the effectiveness of the targeted investments.

When analyzing the method of assessing human capital by analogy with physical (fixed) capital, it is difficult to objectively assess the initial cost and determine the length of service of a specific employee in the company. That is, the choice of a rational method for calculating the coefficient of obsolescence and forgetting, as well as the complexity of accounting, the cumbersomeness of the assessment, which is more convenient for large companies.

Investment in human capital usually takes three forms:

• 1. Direct expenses for tuition fees and the purchase of textbooks, as well as the cost of travel necessary to find a job, etc.
• 2. “Possible costs” from lost earnings. Even if, for example, a person works full time and attends evening classes, he has an "opportunity cost" in the sense that he could have spent his time and energy producing something.
• 3. The costs of investing in human capital can often be classified as psychological. For example, courses often involve difficulties, stress, anxiety, boredom and fatigue; and migration means saying goodbye to friends and relatives, abandoning familiar surroundings. All this is attributed to the psychological costs invested in human capital.

The level of return on investment can provide a clear and fairly complete picture economic consequences investing in human capital. One of the difficulties in accurately calculating the actual rate of return is that the productivity of a given amount and type of investment in human capital may vary, which makes it significantly different from physical capital.

The main problem is determining the economic effect of investing in human capital. Numerous empirical studies have shown that the levels of return on investment in it and in physical capital are comparable, although various shapes investments in human capital can also be determined by different levels of return.

The difficulty of assessing human capital with the ability to produce value lies, first of all, in the fact that a unit of human capital is not represented by the worker himself, but by his knowledge, skills and abilities, and this capital does not exist outside of its carrier - a person.

Analysis existing methods assessment of human capital led to the following conclusion: despite the large number of both foreign and domestic approaches to assessing human capital, there is no comprehensive system of indicators for assessing human capital that meets the requirement of compliance with the strategy and development goals of the enterprise. Therefore, the problem of obtaining a reliable assessment of human capital in the value of enterprises remains unresolved, one of the reasons for which is the insufficient supply of genuine initial data.

A system of indicators for assessing human capital, focused on achieving the goals of the enterprise, should:

• * be considered as an information base for the enterprise management system;
• * be presented in the form of both absolute and relative values;
• * reflect the goals of the enterprise, expressed in economic indicators(profit, production volume, added value, etc.);
• * take into account the time horizon and be presented in perspective;
• * link with management accounting indicators, primarily with variable and fixed costs;
• * be detailed by division and formed taking into account the size of the enterprise, scale and type of activity;
• * be comparable with international statistics.

Due to the fact that the formation of the human capital of an enterprise is carried out on the basis of the personal qualities and characteristics of employees, the main indicators used to study human capital can be taken as follows: qualification composition of employees, average level of education, age composition of personnel, average length of service in the specialty , personnel costs. We propose the following system of indicators for assessing human capital, which can be used as initial data for assessing the human capital of enterprises.

The composition of individual human capital includes an education component, and the composition of national human capital includes a component of the vitality of the nation, a personnel-value component of the nation, an innovation component, and a component of education and health.

At the same time, the basis of human capital is the knowledge possessed by the employees of the enterprise. In addition, we consider it necessary to emphasize that among the components of human capital highest value have an education component, a health component and a labor component.

A feature of human capital is that it cannot be the property of an enterprise, therefore, with the loss of human capital, the value of both structural, organizational and client capital is automatically lost.

It should be emphasized that national human capital is not the result of a mechanical summation of collective or individual human capital, but is formed and developed on the basis of their inextricable interaction and complementarity.

Based on the above, we can conclude that human capital has many types and methods by which people evaluate human capital.

Lecture, abstract. Methods for assessing human capital - concept and types. Classification, essence and features.