Much has been spoken and written about the need for organisational psychologists and senior HR professionals to gain ‘a seat at the table’ to order to influence people strategies and decisions. One way of achieving this is for them to produce more compelling HR data in a format that is easily digestible and is directly relevant to the ‘bottom line’. However, it is contended that many organisations are not maximizing the value of their HR data, including the identification of people risk. In part 1 of this session, the most prominent conceptual model remaining in the architectural theory of HRM according to Cappelli & Keller (2014) will be examined – an enduring skills-based workforce segmentation model, based on the work of Lepak & Snell (1999, 2001). This model is then combined with Cascio’s model of the five ways of building human capital. In part 2 of this session, the integration and application of these two models incorporate the reconfiguration of HR data, to provide new and compelling business insights in the following areas: critical role identification, calculating the cost of turnover for various workforce segments, predicting the legacy workforce, estimating future recruitment needs, identifying succession planning risk, etc.

Learning outcomes include: (1) an understanding of two human capital models and their integration, as a basis for reconfiguring and reporting HR data, (2) the application of these models revealing new workforce insights, including the identification of workforce risk, interventions and the business case for the same. Case studies will be presented in the interactive part of this session (i.e., Part 2) that include reconfigured HR data, with participants invited to offer interpretations and suggest possible interventions. This approach will reinforce the application of these learning outcomes.