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Providing the tools and systems required for leading a "measurement managed" HR architecture, this important book heralds the emergence of human resources as a strategic powerhouse in today^s organizations.
Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key driver of value creation. They draw from an ongoing study of nearly 3,000 firms to outline a seven-step process they call an HR Scorecard, specifically designed to embed human resources systems within a firm^s overall strategy and manage the HR architecture as a strategic asset. Building on the proven Balanced Scorecard model, they also show how to link HR^s results to measures-such as profitability and shareholder value-that line managers and senior executives will understand and respect.
The authors argue that human resources^s strategic role begins with designing an HR architecture-the HR function, the HR system, and strategic employee behaviors-that relentlessly emphasizes and reinforces the implementation of the firm^s strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance.
Table of Contents
Foreword
Preface and Acknowledgements
Chapter 1: HR as a Strategic Partner: The Measurement Challenge
Chapter 2: Clarifying and Measuring HR^s Strategic Influence: Introduction of a Seven-Step Process
Chapter 3: Creating an HR Scorecard
Chapter 4: Cost-Benefit Analyses for HR Interventions
Chapter 5: The Principles of Good Measurement
Chapter 6: Measuring HR Alignment
Chapter 7: Competencies for HR Professionals
Chapter 8: Guidelines for Implementing an HR Scorecard
Appendix: Research and Results
Notes
Index
About the Authors
Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key driver of value creation. They draw from an ongoing study of nearly 3,000 firms to outline a seven-step process they call an HR Scorecard, specifically designed to embed human resources systems within a firm^s overall strategy and manage the HR architecture as a strategic asset. Building on the proven Balanced Scorecard model, they also show how to link HR^s results to measures-such as profitability and shareholder value-that line managers and senior executives will understand and respect.
The authors argue that human resources^s strategic role begins with designing an HR architecture-the HR function, the HR system, and strategic employee behaviors-that relentlessly emphasizes and reinforces the implementation of the firm^s strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance.
Table of Contents
Foreword
Preface and Acknowledgements
Chapter 1: HR as a Strategic Partner: The Measurement Challenge
Chapter 2: Clarifying and Measuring HR^s Strategic Influence: Introduction of a Seven-Step Process
Chapter 3: Creating an HR Scorecard
Chapter 4: Cost-Benefit Analyses for HR Interventions
Chapter 5: The Principles of Good Measurement
Chapter 6: Measuring HR Alignment
Chapter 7: Competencies for HR Professionals
Chapter 8: Guidelines for Implementing an HR Scorecard
Appendix: Research and Results
Notes
Index
About the Authors
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