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As in Section 3.6.2 above, the procedure that followed constructing categories is explained below. First, one example from each country is given, and then further examples are shown in a table referring to what and why HC is measured, managed and reported.

Examples for developing categories in Sri Lanka

Example 1- In terms of what is human capital in Sri Lanka this study developed seven descriptive codes; (1) experience, (2) job specific experience, (3) firm specific experience, (4) customer experience, (5) experience through engaging extra portfolios, (6) experience about management, and (7) operational experience. All seven codes appeared to be similar by nature because they emphasise different types of experiences, thus, all seven descriptive codes were grouped into a category and named experience (Refer to Table 4-6 below).

Table 4-6: Example 1 for identifying categories in Sri Lanka Category

number

Category name

Codes combined Number of

descriptive codes combined CWHCSL6* Experience Experience

Job specific Experience Firm specific experience Customer experience

Experience through engaging extra portfolios Experience about management

Operational Experience DWHCSL23 DWHCSL24 DWHCSL25 DWHCSL26 DWHCSL27 DWHCSL28 DWHCSL29 *C= Category, W=What, HC=human capital, SL=Sri Lanka

Similarly, the following examples also show how the descriptive codes were grouped in order to construct categories in Sri Lanka (Refer to Table 4-7 below).

Table 4-7: Example 2 for identifying categories in Sri Lanka Category

number

Category name Basis of constructing the category Number of

descriptive codes combined Measure CWMSL1 Employee resourcing

We recruited 368 new team members in 2012 out of which 233 were to fill new positions during the year. Our talent pool has grown by 6.97% (Annual Report, Bank A, p. 214) DWMSL4, 12, 25 Manage CWMgSL6 Training and development

The respective manager has to observe and keep records about the behaviour of an employee before training. (Respondent A1)

DWMgSL17, 18, 19 Report

CWRSL1 Engagement

information

Stakeholder engagement mechanism: Staff meetings, one to one meeting with trade unions…(Annual report, Bank E, p. 65)

DWRSL1, 3

Significance of Human Capital

CWyHCSL10 Assure the

banks’ survival

The branch operation is dependent on the way the top people manage it. So leaders should be strong and the best. (Respondent D4) DWyHCSL27, 28 Significance of Measuring CWMSL3 Get remedial actions through Identifying alarming situations

See, the turnover ratio for the permanent staff in 2011 is 12.9%. It is above the standard rate of 12%. If the T/O ratio is considerably high that means we are in trouble. So we have to get remedial action for it as soon as possible. (Respondent C3)

DWyMSL8, 9

Significance of Managing

CWyMgSL1 Distribution of

information in a confidence way

We make sure of the distribution of timely and accurate information to relevant authorities in a confidence manner. (Respondent D2) DWyMgSL8, 15 Significance of Reporting CWyRSL6 Achieve advantages over competitors

Through publishing information about our top layer, we expect our stakeholders to say ….. This kind of information gives us

competitive advantage as well. (Respondent A4)

DWyRSL2, 12

*C= Category, W=What, Wy= Why, HC=human capital, M= Measure, Mg= Manage, R=Report, SL=Sri Lanka

The complete schedule of the categories is given in Appendixes A. This stage of data analysis in Sri Lanka helped to reduced 293 descriptive codes to 90 categories.

Examples of developing categories in New Zealand

Example 1- From the interviews, ten descriptive codes were developed namely; (1) Knowledge about the area, (2) Knowledge about the industry, (3) Knowledge about the bank, (4) Knowledge from learning - Education qualifications, (5) Knowledge about health, (6) Knowledge about policies and procedure, (7) Knowledge about role, (8) Knowledge about security practices, (9) Knowledge about the risk, and (10) Knowledge about regulations. All the descriptive codes referred to a similar theme; different types of knowledge that should be acquired by employees and thus grouped into the category of knowledge (Refer to Table 4-8 below).

Table 4-8: Example 1 for identifying categories in New Zealand Category

number

Category name

Codes combined Number of

descriptive codes combined CWHCNZ8* Knowledge Knowledge about the area

Knowledge about the industry Knowledge about the bank

Knowledge from learning /educational Knowledge about health

Knowledge about policies and procedure Knowledge about role

Knowledge about security practices Knowledge about the risk

Knowledge about regulations.

DWHCNZ 50 DWHCNZ 51 DWHCNZ 52 DWHCNZ 53 DWHCNZ 54 DWHCNZ 55 DWHCNZ 56 DWHCNZ 57 DWHCNZ 58 DWHCNZ 59 *C= Category, W=What, HC=human capital, NZ=New Zealand

Also, the following examples show how the descriptive codes were grouped into categories in New Zealand (Refer to Table 4-9 below).

Table 4-9: Example 2 for identifying categories in New Zealand Category

number

Category name

Basis of category Number of

descriptive codes combined Measure

CWMNZ11 Knowledge In terms of knowledge, we have a measure called

new starter retention and high performer retention. (Respondent G1) DWMNZ24, 25 Manage CWMgNZ2 Engagement information

Every year, we also carry out a formal materiality review to identify the CR issues of greatest significance to our stakeholders and our business. (Respondent J1)

DWMgNZ4, 5

Report

CWRNZ6 Employee

benefits

These plans are designed to provide market competitive remuneration for the relevant employees. (Respondent G1)

DWRNZ10, 29, 45, 38 Significance of Human Capital

CWyHCSL1 To enhance

performance

We believe our strategic focus on leadership in innovation positions us well to achieve

sustainable revenue growth. (Media, Bank H)

DWyHCNZ3, 7, 8, 10, 16, 18, 21 Significance of Measuring CWyMNZ3 Make employee decisions

At the time of interviews, we try to measure learning potential. This helps to make correct recruitment decisions. (Respondent, H1)

DWyMNC2, 3, 4, 7 Significance of Managing

CWyMgNZ1 Decision

making

Information plays a vital role in making decisions about transfers and promotions. (Respondent H1)

DWyMgNZ4, 17

Significance of Reporting

CWyRNZ3 Aware and

attract potential employees

If you are looking to come and work from ...(name of the bank), then you need to

understand that these things are important to us and this is how we will support you and your growth and development within the organisation. (Respondent H1)

DWyRNZ4, 5

*C= Category, W=What, Wy= Why, HC=human capital, M= Measure, Mg= Manage, R=Report, NZ=New Zealand

Through the above procedure, this study grouped 256 descriptive codes to 81 categories in New Zealand (Refer to Appendix B).

For some descriptive codes, neither responses nor similarities were found to group into a particular category, and therefore were considered as separate categories. For example, in terms of the meaning of the term HC in Sri Lanka, no respondents mentioned any relationship between attitudes

of employees and other HC attributes. Thus, Attitude was considered as a separate category. Also in New Zealand, with regard to what banks measure about HC, the descriptive code, fit and proper, was considered as a single category of compliances because of the absence of links with other codes.