The Report
Everyone would recognise that a healthy workforce can only be good for business, but
is a healthy workforce an ‘asset’ and can or how should it be ‘valued’ or ‘accounted’
for? This report compares and contrasts the views of finance directors and human
resource directors on this issue, as well as investigating three large organisations which
are implementing measures to improve and monitor workforce health.
In this report a wider definition of accounting is considered, looking at both
measurement and reporting and not necessarily restricted to the financial statements.
The study concludes that the costs of ill heath are easier to identify and measure
than placing a value on a ‘healthy workforce’. Human resource directors are more
positive in general regarding the importance of workforce health and the ability to
value it, maybe reflecting the fact that finance directors are more aware of the inherent
difficulties of valuing intellectual assets. Finance directors prefer the use of narratives
and non-financial numbers.
Case studies in three very different organisations (AstraZeneca,
South Lanarkshire
Council and South West Water) identify activities undertaken to improve and monitor
workforce health. This research highlights that the success of such initiatives is
dependent upon securing the continuing buy-in at all levels of management.
The report concludes by challenging the
UK
accountancy profession to promote
interest in the intellectual capital field, particularly with regard to health and wellbeing.
ISBN 978-1-904574-56-9
Price £15.00
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