The HR Scorecard: Linking People, Strategy, and Performance
Harvard Business Press, 2001 - Business & Economics - 235 pages
Introduces a new way of measuringand thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important,as company assets become more intangible and reliant on intellectual capital.
Provides a frameworkthat focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement systemthat provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendationssupported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
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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
analysis assess Balanced Scorecard benchmark benefits chapter company's compensation cost-benefit cost-benefit analysis costs Dave Ulrich decisions described designed effective elements employee behaviors employee strategic focus estimates example executives Figure firm performance firm's HR firm's strategy implementation focused formance Harvard Business Harvard Business School High-Performance Work System hiring HiTech HR architecture HR competencies HR deliverables HR enablers HR function HR managers HR measurement system HR performance HR professionals HR Scorecard HR system HR's contribution HR's strategic Human Resource Management Huselid identify impact important intangible assets internal alignment investment line managers ment metrics organization organizational outcomes percent Percentage performance drivers performance measurement perspective relationships Sears shareholder value specific Steve Kerr strategic asset strategic HR strategy implementation process strategy map success tion turnover understand value chain value creation value-creation variable workforce
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.