CEOs often claim that "Our Human Capital is our most important asset...." But if human capital truly is an asset, why doesn't it appear on the balance sheet of organisations?
Given the rather intangible character of human capital, HR is often seen as software rather than hardware. The financial impact of the HR strategy is not measured consistently and most research into this topic is rather theoretical.
So the main question is: how can you pragmatically measure the Return of investment of your HR policy?
It is hard to know the magnitude of the impact indicated by the results because they are reported in %'s. It would be helpful if we knew exactly how many companies and people were surveyed in order to better understand those %'s. Additionally, it would be nice to know what the approximate ROI was for the companies based on those results.
Work out if you need to pay.
When you know your gain you need to work out if you need to report and pay Capital Gains Tax.
You may be able to work out how much tax to pay on your shares.
the same type, acquired in the same company on the same date sold at the same time.
sold other shares in the tax year sold other chargeable assets in the tax year, such as a property you let out claim any reliefs are a company, agent, trustee or personal representative.
Reporting a loss.
The rules are different if you need to report a loss.
Fifth most actively traded share.
Market capital of DKK 206 bn.
Shareholders by geography.
Rest of Europe etc.
Ratings from equity analysts covering the Danske Bank share and consensus earnings estimates.
Selling in special circumstances.
shares you bought at different times and prices in one company shares through an investment club shares after a company merger or takeover employee share scheme shares.
Jointly owned shares and investments.
If you sell shares or investments that you own jointly with other people, work out the gain for the portion that you own, instead of the whole value. There are different rules for investment clubs.
What to do next.