The HR Scorecard: Linking People, Strategy, and Performance

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Harvard Business Press, 2001 - Business & Economics - 235 pages
6 Reviews
This book offers a different way to measure human resources' strategic value to company success, by thinking about the contributions of individuals to business success. It makes the case that the role of human resources is increasingly important, as company assets become more intangible and reliant on intellectual capital, and provides a framework that focuses on identifying where human resources issues are performance drivers - or impediments - to strategy implementation. The guide develops a measurement system that provides valid, reliable indicators to human resources' contribution to the success of stategy implementation, and ultimately to firm performance. Recommendations included are supported by clear and persuasive examples, as well as the author's survey of 2,800 firms.

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hmm, mantap

Review: The HR Scorecard: Linking People, Strategy, and Performance

User Review  - Taka Kohari - Goodreads

Although I read this book as part of my assignment, it was very informative. I'm sure that I will have a different perspective of the book once I actually get into the field of HR, but it was still a good read. Read full review


HR as a Strategic Partner The Measurement Challenge
Clarifying and Measuring HRs Strategic Influence Introduction to a SevenStep Process
Creating and HR Scorecard
CostBenefit Analyses for HR Interventions
The Principles of Good Measurement
Measuring HR Alignment
Competencies for HR Professionals
Guidelines for Implementing an HR Scorecard
Research and Results
About the Authors

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Page 233 - Professor of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He received his Ph.D. from the Labor and Industrial Relations Institute at the University of Illinois with a specialization in organizational behavior.
Page vii - the worst grades are reserved for the typical executive team for their understanding of strategies for developing human capital. There is little consensus, little creativity, and no real framework for thinking about the subject. Worse yet, we have seen little improvement in this over the past eight years. The asset that is the most important is the least understood, least prone to measurement, and hence the least susceptible to management.

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About the author (2001)

Mark Huselidis an Associate Professor of Human Resource Management at Rutgers University.Brian Beckeris a Professor and Department Chair of Organizations and Human Resources at the State University of New York at Buffalo.Dave Ulrichis a Professor at the University of Michigan School of Business.

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