Creating-entrepreneurial-mindset

V. Marcinováincreases the rate of return. (Heckman, 1998, p. 106) The results of these theories canbe summarized in Table 2 according to the cited authors.Table 1. Rates of Return on Investment into Human CapitalAuthor ROI (%)Mincer (1962) 10 – 20Kamiač (1971) 10,99Mankiw,Romer,Weil (1992) 6Griliches (1997), Blundell (1999) 30Heckman (1998) 10Kendrick (1994), Mueller (2000) 11,3 – 12,5Bryan (2007) 17McKinsey (2005) 23In addition to these factors that affect the return on investment in human capital, itis necessary when assessing the efficiency of investment in human resources to takeinto account the following factors (Vodák, Kucharčíková, 2007, p.155) :• Time to reach the full return on investment. For the reason that this indicatorwill also affect the nature and objectives of the development program,• not all benefits are measurable in monetary terms. There are also qualitative,non-monetary benefits. They are expressed in areas of morality,communication, teamwork, motivation, to the success of the company as important,but it is very difficult to express in monetary terms.On the sideof investment in human resources, human resources management processes,indicators are quantifiable in monetary terms, but also those which are not expressedin money. Processes, human resource development, which can not be quantifiedas the cost of the budget can not be compared with company success and thereforecan not be recalculate the return on investment of them. In general, from intangibleassets is difficult or impossible to calculate indicators to monitor trends and interdependencies.Intangible indicators are very difficult to appreciate, and to determine howthey affected the fulfillment of business objectives. (Bryan, 2007, p.2) Assessment andmeasurement of intangible indicators is not comparable with the process of evaluationand measurement in accounting because there are no accepted standards approved.5. ConclusionA description of how company management communicates on the labor marketwith potential candidates, how plans a human resourcea for future periods, how evaluatesemployees and identifies key employees, potentials and successors, how does itmotivate employees on existing key positions, what attention is paid to exit interview,in which periodicity is scheduled rotation of employees etc. will complete the results ofindicators ROI correlation on the quality dimension. An important factor is the exami-87